Madzar reviews literature on feedback seeking in organizations, examining motivation, contextual influences, barriers, and particular feedback-seeking behavior of newcomers and groups. Morrison comments on some misrepresentations and confusions in the literature review. (SK)

Survey of 25 British civil engineering firms revealed informal and unstructured learning systems, limiting designers' opportunity to gain feedback about their designs. A more systematic learning culture was recommended for project-based industries such as construction. (SK)

Suggests that organizational development consultants should use more explicit representations of the problems they work on with client teams. Offers an approach to overcome difficulties and provides a strategy for intervening in the processes of problem definition in teams. (Author)

At this time, those responsible for the retarded are asked to be accountable for new dollars spent. In most cases, tools and techniques that can be used to develop accountability models have not been integrated into systems that serve the retarded. This presentation deals with philosophies, tools, and techniques that can be used to improve present…

Action research was done by a large midwestern utility company to learn the effects of using organization development techniques to reduce severe reorganizational stresses. The OD work included inside and outside consultation with the top executive, team-building activities, attitude surveys and survey feedback, and vertical communications…

Examines the relationship between survey feedback and the organization environment to determine under what environmental conditions survey feedback was perceived by subordinates as having had an impact and if there is any systematic relationship between the degree of feedback provided to subordinates and the impact of survey feedback as perceived…

Interviews with managers caught between traditional organizational culture and a shift to "learning organizations" show that individual development is important to organizational change; efforts to change managers to fit a culture defined by top management may not succeed if the vision is not shared; and spiritual and moral dimensions of…

This study addresses one of those technical questions that has profound implications about which we know so little and assume so much: should survey/feedback designs identify respondents? Convenience and caution usually dictate anonymity. However, this study shows that identifiers and nonidentifiers differ significantly. (Author)

Considers three variables that can help performance technologists work more effectively with different kinds and different generations of people. Discusses recognizing the impace of position and disposition, assuring that feedback occurs, and thinking beyond old ways of operating and motivating. Suggests that the context of human interaction is…

This article examined (1) some contemporary social change phenomena, (2) how these phenomena apply to school systems, (3) some social and psychological factors that block the use of this information in renewal of educational systems, (4) Organization Development strategies that can empower school systems to renew themselves, and (5) some…

Explores two approaches (theoretical representation versus a modeling exercise based on artificial neurological networks) to a problem in organizational design: fitting together constraints making hierarchy advantageous with those favoring organizational learning. The modeling approach expands the scope of traditional theorizing about practice.…

Performance feedback has facilitated the acquisition and maintenance of a wide range of behaviors (e.g., health-care routines, seat-belt use). Most researchers have attributed the effectiveness of performance feedback to (a) its discriminative functions, (b) its reinforcing functions, or (c) the combination of the two. In this study, we attempted…

Twenty-six principals from schools in North Carolina participated in five days of leadership training. They then participated in a 2-week staff development workshop within their own schools but met together again for leadership analysis after the end of each day's staff session. A faculty environment survey was administered to all staff before and…

Presents eight noninstructional strategies for improving employees' performance in any organization. These alternatives to instruction include job redesign and reassignment, recruitment, organizational development, facilities and tool redesign, incentive and feedback systems, and provision of a strong rationale for the desired performance so…

Ways in which organizations can enhance their use of "360-degree feedback" are presented. The book begins with a review of the process itself, emphasizing that 360-degree feedback should be a core element of self-development. The book is divided into three parts. Part 1 describes how to maximize the value of the process for individual…