Describes intellectual capital--employees' brainpower, know-how, knowledge, and processes--and knowledge management--the processes by which a company creates and leverages intellectual capital--as the primary sources of competitive advantage in many industries. Offers ways to measure intellectual capital, a glossary, and additional resources. (JOW)

The process used by Douglas Aircraft in implementing their mentoring program identified the following success factors: (1) identify high-performance employees; (2) introduce them to the mentoring process; (3) match high performers with executives; and (4) have the mentor and mentoree determine goals for the relationship. (JOW)

Offers suggestions for fostering an idea-friendly culture: (1) allow employees to fail, (2) let them ask silly questions; (3) let them see their own kind of stimulus; (4) make awareness of creativity a top priority; (5) gain top management's support; (6) let people express opinions; and (7) encourage cross-fertilization of ideas. (JOW)

Peter Senge and Jack Welch share thoughts about what it means to learn and lead into the next century. Senge urges leaders to be aware of the economic and the natural environment. Welch asserts that an organization's ability to learn and translate learning into action is the ultimate competitive advantage. (JOW)

Understanding knowledge is the first step in managing it effectively. Twelve guiding principles and the core competencies of knowledge can help organizations make the most of their knowledge assets. (JOW)

Discusses the lifecycle of an organization from start-up through growth, maturity, decline, and, finally, closing. Suggests strategic performance facilitation as a way to involve workers in the process of collecting information and providing solutions. (JOW)

Capturing and leveraging knowledge is an important new management trend that is as yet undefined. Some companies are accounting for their intellectual capital and applying it to the company balance sheets. (JOW)

Defines learning organizations and describes essential features, training and trainers, outcomes, and types of leaders. Includes a sidebar by Peter Senge, "Leading Learning Organizations." (JOW)

The concepts underlying learning organizations are valuable. But to succeed in a highly competitive global marketplace, companies need to change quickly; employees must be able to assimilate new knowledge and skills. Companies must become teaching organizations. (Author/JOW)

Individuals' emotional makeup and leadership style affect the success of their organizations. Artists are intuitive, open minded, and visionary; technocrats are uncompromising, analytical, and emotionally distant; and craftsmen are practical and demanding but can accept others' mistakes. (JOW)

Suggests how training and human resource development professionals can play a pivotal role in helping shape and communicate an executive-driven change message and help employees understand the message from the beginning. (Author)

Offers a step-by-step guide to conducting an assessment to determine whether your company has the characteristics of a learning organization. Includes a list of learning organization assessment instruments that identifies author, learning level, content areas, and methodology used. (JOW)

Employers must ensure that all employees can interact comfortably and productively with people who have disabilities. Trainers can use experiential exercises to break down fears and prejudices that nondisabled workers might have toward those with disabilities. (Author/JOW)

Developing sexual harassment training involves these steps: survey employees, establish policy and reporting procedures, get management commitment, and use programs both to educate about the issues and eliminate unacceptable behavior. (SK)

Studies show that emotional intelligence underpins many of the best decisions, most dynamic organizations, and most satisfying and successful lives. Attention to emotions has been shown to save time, expand opportunities, and focus energy for better results. (JOW)