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)

The article views power as a potential tool for human resource development (HRD) practitioners and focuses on personal power (the ability to influence others) rather than on role power (the right to influence others). Manipulation is discussed as a way to exercise personal power. (Author/BP)

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)

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)