Describes the activities done and supported by Chief Knowledge Officers (CKO) and Chief Learning Officers (CLO). Reports on the common characteristics of organizations that foster and support knowledge management, organizational learning, and the formation of CKO and CLO positions. (JOW)

It takes a special kind of mentor to establish a work environment in which people are ready and able to withstand changes, such as downsizing and reorganization. Mentoring is a learning partnership, and the mentor's main gifts are learning, advice, feedback, focus, and support. (JOW)

Describes a program to enhance productivity by helping people build skills in the following work strategies: (1) initiative, (2) networking, (3) self-management, (4) perspective, (5) followership, (6) leadership, (7) teamwork, (8) organizational savvy, and (9) show-and-tell. Includes a star performer quiz and model. (JOW)

Portfolio thinking is characterized by a personal awareness of one's own contribution, value, and responsibility. It requires individualized thinking, technology-based knowledge management, and a context-creating communication infrastructure. (JOW)

The "web of work" is made up of 12 basic human needs: home/shelter, family/kinship, learning, community, spirituality, social relationships, leisure, economic security, transportation/mobility, health, work/career, and environment/safety. Understanding it can contribute to stability, security, and appreciation that work is not only a job but a…

Studies show that emotional intelligence underpins many of the best decisions, most dynamic organizations, and most satisfying and successful lives. Attention to emotions has been shown to save time, expand opportunities, and focus energy for better results. (JOW)

In a learning organization, growth, learning, improvement, and everlasting experimentation are woven into its culture and employees not in a perpetual state of change will be unable to cope. Mentors can assist by finding a teachable moment, providing support without rescuing, and demonstrating authenticity, not perfection. JOW)

Summarizes the results of the American Society for Training and Development Human Resource and Performance Management Survey of 1996 that examined the performance outcomes of downsizing and high performance work systems, explored the relationship between high performance work systems and downsizing, and asked whether some downsizing practices were…

A temporarily disabled executive experiences first hand what those who are disabled regularly face. He offers suggestions for going further than the requirements of the Americans with Disabilities Act and making the workplace work for those with disabilities. (JOW)

Tips for working more effectively to improve performance and realize goals include time management, enlightened empowerment, good commitments, selective problem solving, and escalation of critical problems. (JOW)

More employers are offering opportunity for career development and continuous learning in return for high performance and productivity during an employee's tenure. (Author)

In an interview, Daniel Goleman, author of "Working with Emotional Intelligence," explains how emotional intelligence outweighs cognitive ability and technical skills as a contributor to success in the workplace. (Author/JOW)

The following trends facing the world of work have implications for human resource development: (1) the nature of work is changing, (2) the pace of change is accelerating, (3) the Web is a structural model of team rather than pyramid organization, (4) the bargaining power of the work force is rising, and (5) value exchanges are direct. (JOW)

Technology is a key element in the U.S. economy because more nontechnical workers are using it, not because there is a need for more technical workers. Workers in the United States are highly educated and employers will have to do and spend more to maintain their training commitment. (JOW)