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 trainer or internal change agent in a firm undergoing an organizational development program may be instrumental in designing the implementation of a change strategy. Proposes a situational change typology which may be of use as a training instrument. (Author)

An account of structural evolutions to the present, with suggestions for viable approaches in the future. (Editor)

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)

A force field model application for improved effectiveness." (Editor)

The laboratory approach in managerial training generated a learning design seeking to reverse degenerative communication sequences and to reinforce regenerative communication sequences. (DS)

Benefits from in-company training programs depend on the instructor's effectiveness, participant application of theory to practice, and the superior-subordinate relationship. The article focuses on such program to demonstrate results. (Author/JB)

Charges that there are few studies linking training with observed organizational change. (DS)

Growth in the importance of training and development came as a result of its changing functions and its ability to meet the objectives of agencies and firms. At the same time, personnel departments have declined in importance because of their reactionary outlook towards staff functions. (EC)

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)

Author proposes a model for organizational change using a behavioral science approach rather than the traditional authoritarian approach. (MB)

Describes a positive seven-step process for initiating a whole organization development (WOD) effort. Steps include clarification of whole organization objectives, data gathering, diagnosis, prescribing interventions, commitment, implementation, and progress review. (CSS)

Describes how data from an employee attitude survey were used by the city of Phoenix, Arizona, as part of its city organizational development effort, to generate over 400 organizational changes and to increase personnel development of over 200 management employees. Includes a summary of survey results identifying training needs. (MF)