Presents and examines the "Stages of Commitment to Organizational Change" model in order to provide managers with a cognitive map of how commitment can be generated. Stages include contact, awareness of change, understanding, positive perception, installation, adoption, institutionalization, and internalization. (CT)

The authors report data from a survey of perception of training from the viewpoint of the organization, the trainee, and the trainer. The article also presents a sample of the strategies traditionally available for improving these perceptions. (CT)

This special report includes four articles arising from the American Society for Training and Development's symposium, "Approaches to Change in Organizations": "Taking Charge of of Change" (Steinburg); "Five Views of Change" (Conner et al.); "Breakpoint Change" (Land, Jarman); and "Approaches to Change" (Kotler). (JOW)

In the field of organizational development, it is almost self-evident that an intervention or change action comes after a period of data gathering and/or analysis of the organization. This article explores how a manager can determine what actions to take following an organizational diagnosis. (LRA)

Emphasizes the importance of recognizing and managing the stress produced by organizational development and encourages practitioners to acknowledge stress management as an important organizational development skill. (LRA)

While most organizational development consultants agree that managers are the real change agents, the profession has been slow to actively prepare managers to create and manage change. This article identifies barriers to helping the manager and offers guidelines for more effective consultant behavior. (LRA)

The change masters are identified as corporate managers who have the resources and the vision to effect an economic renaissance in the United States. Strategies for change should emphasize horizontal as well as vertical communication, and should reward enterprise and innovation at all levels. (JB)

Focusing on management development, the article suggest alternative ways for training and development professionals to adapt to economic cycle-related periods of feast or famine. Diagnosis, personnel management strategy, measurement, and alternative strategies are topics considered. (MW)

This article discusses some false assumptions that women as executives have to deal with; offers an 11-point plan for trainers, managers, and organizations to support the career development of women; and suggests areas of improvement for human resource and career development specialists to consider. (JB)