Human resource development in organizations can be used as a coercive tool that reinforces existing power structures. The emerging postmodern organization must consider individual wisdom, values, and knowledge; recognize differences; remove inequalities; and create opportunities for all voices to be heard. (SK)

Many corporations have initiated learning initiatives during the past few years. Training managers are successfully aligning organizational learning with business objectives and bringing about recognition of the relationship between work force development and corporate performance. (Author/JOW)

Reports the results of a qualitative study of success factors and barriers to the development of virtual knowledge-sharing communities of practice at Caterpillar Inc. Identified prerequisites for successful knowledge management through virtual communities of practice, as well as barriers to virtual community development, and discusses future…

An organizational learning capability survey was used to benchmark the process by which two companies tried to become learning organizations. Over 2 years, both significantly improved learning capability via different paths. One used generic interventions with a small group; the other targeted a small group first with later diffusion across the…

Explores continuous improvement methods, which underlie total quality management, finding barriers to implementation in practice that are related to a one-dimensional approach. Suggests a multiple, unbounded learning cycle, a holistic approach that includes adaptive learning, learning styles, generative learning, and capability development.…

Provides background information on the benefits of mentoring for proteges, mentors, and organizations; the increasing prevalence of mentoring; forms of relationships; and further research needs. Contains 64 references. (SK)

Information technology is not enough without knowledge management. People who oversee and support knowledge management are essential. The move to knowledge management systems may eclipse training and development unless trainers help people learn about learning and about sharing their knowledge. (JOW)

Discusses organizations' use of quality improvement teams in total quality management and how they can benefit from training team personnel in how to select projects with a low risk of stalling. Describes an efficient written assessment test of project selection ability designed for those who conduct evaluations of training sessions. (Author/LRW)

Although organizations are attempting to harness emotional intelligence, social constructivist and psychoanalytic perspectives suggest that this is problematic. Emotions deriving from deep unconscious sources (e.g., anxiety) may be impervious to learning. (Contains 33 references.) (SK)

Using the Continuous Improvement for Global Innovation Management model, organizational learning in a multinational corporation was investigated. Barriers included time pressures, cultural differences, and inflexible hierarchy. Units with different operational foci emphasized different types of learning. Participants represented different…

This article offers 14 practical guidelines that can help pave the way to credibility for the training department in an organization. (Author)

This special supplement discusses the six major models for strategic planning, how to choose a strategy and apply it to an organization, how to begin participating in the strategic process, and how to influence the strategic process. (JOW)

This second article in a three-part series on strategic planning offers insight on the planning process itself. Discusses identifying long-term and short-term missions, and developing the strategic plan. (DGM)

Discusses the links between counseling and organization development, drawing from personal consulting experience with organizations in both the private and public spheres. Outlines the structure and aims of the symposium. (JPS)

Addresses questions related to team building: Are teams appropriate for the situation? What kind of team is most relevant? What practical steps will develop and sustain effective teamwork? Looks at needs of four kinds of teams ranging from informal to formal, temporary to permanent: project, work, alliance, and network. (SK)