Examines the developmental process by which universities adapt and modify themselves in relation to the new presence of large numbers of adults in their midst. (CT)

Counselors and administrators need to collaboratively build a guidance program. This article offers a model of a people-oriented guidance program that requires the principal's active participation in challenging old assumptions and exploring new roles to bring about change. A checklist for establishing an effective program is provided. (Author/WD)

The main concern of those federal executives surveyed before implementation of the Civil Service Reform Act of 1978 was that the reform would introduce politics into the civil service. Those surveyed also were concerned about affirmative action, bureaucratic image, bonuses, cronyism, managerial power, pay, performance evaluations, and unions.…

An English educator and the convention director of the National Council of Teachers of English debate the continued need for an annual NCTE national convention. (RL)

Proposes restructuring volunteer roles in order to expand the productive contributions of older volunteers. Recommends the following: examining federal programs such as Retired and Senior Volunteer Program; conducting demonstration programs to test the feasibility of high-intensity, high-responsibility volunteering; and including data on unpaid…

Describes how the World Wide Web shifted the power structure and changed corporate culture at the Ford Motor Company. The entire organization was strengthened by the power of shared learning. (SK)

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)

A literature review identified five foci of organizational learning: collectivity of individual learning, process or system, culture or metaphor, knowledge management, and continuous improvement. The concept of organizational learning was redefined to incorporate the perspective of creativity and radical innovation. (Contains 78 references.) (SK)

Creating community schools requires changes in collaborating organizations. The authors describe how a major project has been initiated and sustained from the perspectives of key leaders/participants. They discuss four different perspectives or frames for identifying organizational change. (Contains 13 references.) (Author)

Examines how the classic organizational model, especially the business entity, has been evolving from the hierarchical pyramid to one that is flatter, more networked, and less rigid. Considers the resulting changes in the role of training, including learning processes, teamwork, and increased diversity. (Author/LRW)

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…

Discusses "Histories of the future," a technique in which people imagine themselves 5-10 years ahead and look back over the time period enables the invention of possible options. Notes leaders can use this "time travel" skill to help organizations prepare for change. (SK)

Argues that successful "rightsizing" requires that managers preserve the morale and productivity of the remaining employees. Finds a communication consultant can offer guidance on how to maintain employee morale, help employees perceive the layoffs as fair, take care of employees who have lost their jobs, assist management with layoff…

The transformational model for transcultural leadership is a progressive spiral that builds effective inter- and transcultural relationships. It progresses from monocultural isolationism, through monocultural awareness, intercultural interaction, and transcultural intersection. (SK)

Offers steps for adapting the change process to institutional culture: align leadership style with organizational culture, don't overuse change missionaries, protect change agents, define the problem, maintain focus when the project drifts, identify and remove barriers before implementing action plans, assign responsibilities to individuals,…