The article discusses the Japanese Ringi method of change (a habitual response automatically applied to most any change which a Japanese organization can make, whether it is in the financial, technological, or human resources areas) and how it can be of value in looking for an improved management process. (Author/BP)

Author explains organization development and tells why individually-oriented training is ineffective unless integrated within the context of an overall organization improvement. (Author/SP)

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)

Report on how one organization successfully overcame the back-home application problem. (Editor)

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

The article discusses the importance of continuous organizational change and renewal and presents ten conditions that must be met before renewal or change can come about. (MF)

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

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)

An organizational workshop for staff members focused on organizational change through identification of problems, one-to-one communication, and the writing of contracts for behavioral change. Contract forming assists members to agree on definition of problems, to involve and commit themselves, and to define processes for change. (EA)

The authors argue that organizational development (OD) has evolved as one response to the need for strategies and approaches to planned change. The "stream analysis" approach presented here can be used to understand and plan the change process. This approach can facilitate insight into the state of the change process, before and after…

Describes the use of job enrichment techniques as tools for increased productivity and organizational change. The author's motivational work design model changes not only the job design but also structural elements such as physical layout, workflow, and organizational relationships. Behavior change is more important than job enrichment. (MF)

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)

This article discusses forces that affect the professional ethics of organizational development (OD). Both driving forces and restraining forces have influenced the current status of OD ethics. These forces have operated since the emergence of OD itself, and their fluctuating intensity results in the dynamic nature of the OD profession. (SSH)

Studies indicate that employees experience increased equity, respect, and job satisfaction when able to assume more responsibility for work processes. The new work structures resulting from organizational change often necessitate new employee attitudes, knowledge, and skills as well as new management techniques. Integrated training programs are…