The problem of developing women's resources in an organization raises special questions and issues for consideration, particularly in the entry, diagnosis, and response and closure steps of the consulting process for the HRD consultant. (Author/BP)

From a survey of leaders in organization development, the authors identified 40 major needed skills which they categorize under four headings: knowledge skills, consulting skills, conceptual skills, and human skills. They discuss concerns and needs in each category, providing a chart of the identified skills for self-evaluation. (MF)

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 authors present an alternative model for training in organizational development (OD) which differs from other such models by being eclectic, inexpensive, and applicable to participants with varying degrees of experience. A design for a training laboratory is elaborated and related to theories about OD and about learning processes. (SK)

Two organization development consultants describe and evaluate the two basic consulting methods, the process-consultation model and the doctor-patient model, and provide "readiness" criteria checklists for both the client and patient models. They state that each consulting approach has its place, depending on situational factors. (MF)

The authors state that organizational development (OD) consultants are reluctant to rely upon instruments because this would diminish their sense of usefulness. They discuss 15 OD issues and conclude that OD instruments must be based on sound principles of behavior and sequenced in a planned way in order to implement organizational change and…