Discusses approaches to management education and development, stating that organizational improvement is facilitated by working with managers rather than by teaching them in the traditional sense. The manager can develop only through his own experience and through the organizational processes of which he is a part. (MF)

Strengthening organizational support for continuing education requires educators who are proficient at designing and managing the organizational change process. (Author)

Defines the role of instructional developer and relates issues of research, certification, and evaluation as they influence the field. The future of instructional development in higher education, business, and industry and the eventual merger of faculty, organizational, and instructional development are explored. (RAO)

(Available from NTL Institute for Applied Behavioral Science, P.O. Box 9155, Rosslyn Station, Arlington, Virginia 22209; $3.75 single copy.)

Reports on survey of 28 federal and military executives drawn from participants in seminar workshops in organizational development through team building. Participants reported improved ability to resolve interpersonal conflict, reward employees, confront unacceptable performers, motivate and communicate with subordinates, build trust, manage time,…

This model of organizational learning represents a transformative learning process involving shared mental models and vision; links between organizational, team, and individual learning; and the central role of leadership and teamwork. (SK)

Proposes a framework for using experiential programs to facilitate community building through individual and organizational learning. Discusses single-loop and double-loop learning by individuals and organizations, use of reflection and metaphors, program design, and dialog as an approach to creating shared meaning. Contains 21 references. (SV)

Discusses the development of the National Center for Developmental Education (NCDE), from its conception as a regional consortium to its expansion as a national resource center. Describes the NCDE's mission of teaching, service, and research. Reviews the Kellogg Institute, providing advanced training for experienced developmental educators, and…

This introductory article argues that creativity and innovation are key requirements for the growth and adaptation of organizations. Articles focusing on how creativity and innovation can be encouraged in the workplace are reviewed. Useful directions for future research are discussed along with the methodological issues likely to arise. (Author/CR)

Assesses the effectiveness of the Team Management Index and raises questions about measurement techniques. Argues that data collection can never provide complete proof of a link between interventions and organizational change. Suggests that evaluators study a team's change process. (SK)

Describes two experiences that illustrate the value of the International Society for Performance Improvement (ISPI). Highlights include measuring organizational results; identifying opportunities to improve performance; training as part of the solution; the role of ISD (instructional systems design); HPT (human performance technology) issues; and…

Call center staff answered calls in 4 treatments: alignment job design (n=35), autonomous work teams (n=35), high-involvement work processes (n=43), and controls (n=36). Job satisfaction improved in alignment job design and high-involvement treatments, most significantly in the latter. Skill level and attitude toward autonomous work might have…

Organizations must balance rational/technical efficiency and emotions. Action learning has been proven to be effective for developing emotional openness in the workplace. Facilitators of action learning should draw upon the disciplines of counseling, Gestalt, psychodynamics, and Eastern philosophies. (Contains 23 references.) (SK)

A 3-year psychobiographical study of 16 diverse adults aged 40-50 examined career history and spiritual values. All participants expressed spiritual purposes of developing and becoming self, serving others, unity with others, and expressing self. When they could no longer enact these purposes in work, they made inter- or intrarole career…

Presents findings of a study exploring teacher leadership roles in a metropolitan K-8 school district. Results show that the development and performance of these roles are mediated by their organizational contexts. Teacher leadership should be approached as an organizational development issue rather than solely as an individual empowerment issue.…