Organizations, facilitators, and facilitation are all political. Facilitators have varying degrees of political awareness. Understanding the facilitator's role in dealing with organizational power relations helps one to act confidently, authoritatively, and ethically. (SK)

Explores theories of organizational learning and identifies the implications of the following for learning organizations: the new economy, strategic planning, management practices, and communication. (Contains 32 references.) (SK)

A literature review on action learning in management/executive development concludes that few meaningful examples of action learning have been assessed for their effects on organizations. There has been more focus on team building than on individual or organizational learning. (SK)

Organizations are using story telling to communicate values, adapt to change, define their culture, develop communication skills, and refine employee relationships. Examples include the anecdotal or biographical story, creative characterization, and story as metaphor. (SK)

Illustrates how job coaching networks can be implemented using adult education principles, with dialog and conversation as the foundation. Network success depends on in-house expertise, program ownership, and enough structure to maintain program integrity while allowing creativity. (SK)

Two case studies involving story telling show how management competence is affected by subjective interpretation and by the context of management behavior. Management and organizational development should thus consider how contexts and relationships operate to prevent development of situation-specific competence. (SK)

Describes 15 models of corporate universities, categorized by emphasis on organizational, intellectual, or strategic development. Identifies intersections among the three in order to construct a comprehensive model for the corporate university. (SK)