Notes that community youth development is a challenging approach to youth work that focuses on the incorporation of new values at the practice, management, and community levels. Explores the implementation of a community youth development approach within the context of learning organization theory, and describes experiences of three youth-focused…

The barrier to a company's performance may be a conflict of organizational values and culture with those of the training profession. Elements of this value system that create the invisible wall are egalitarianism, people focus, "guerilla" training tactics, and emphasis on human interaction. (JOW)

Looks at several ways that change comes about over which the institution has little or no control: by mandate, through legislation, or through the accreditation process. Offers the CAP method (Communication, Alternatives selection, and Participation) to guide the institution through the change process. (JOW)

In the current economic climate, fast-track career models pose problems for individuals and organizations. An alternative model uses a resource-based view of the company and principles of sustainable development borrowed from environmentalism. (SK)

New types of psychological contracts, in which promotions cannot be guaranteed or expected, are emerging. Former methods of selecting and assessing high-potential candidates are obsolete, and human resource management practices must change. (SK)

Discusses changes in organizational training systems in light of new ideas about organizational development and learning. Topics include the difference between training and learning, old assumptions about the functions of training, how training can be detrimental to organizational development, how to initiate change, and expanding training…

States that the lure of cost savings and other incentives are prompting more organizations to outsource their entire learning function. Suggests that this will provide different opportunities for trainers. Looks at incentives, services, and advantages of outsourcing training. (JOW)

Survey responses from 120 British local governments that achieved the Investors in People (IiP) standard for training and development indicated that most found some benefits from the award; a number of barriers were identified. Results of this and other studies suggest that it is unclear how effective IiP is for improving business performance or…

Discusses how dire, long-term financial pressures for both public and private colleges and universities could lead to a fundamental restructuring of their organizational and learning systems around the most promising innovations in teaching and learning. Offers three organizing principles and seven transformative actions. (EV)

Criticizes popular models such as transformational leadership, suggesting leaders need to focus on constructivism and contextualism. Points out the narrowness of the "great man" model fostered in English public schools, arguing for expansion of leadership development options. (SK)

Individuals with a strong career direction are more likely to be positive about organizational change. A career development workshop involving psychometrics helps individuals create personal development plans that encompass both personal needs/aspirations and the impact of the organizational environment. (SK)

Summarizes current research on change leadership and the scope of change in the workplace. Addresses reasons for failure in anticipating and implementing change. (JOW)

Through a qualitative investigation at six U.S. colleges and universities, identified key strategies that led to the adoption of new mental models, including ongoing conversations, processes to develop a set of concrete concepts, the use of cross-departmental working groups, public presentations, faculty and staff development opportunities, and…

Case study of a Canadian aluminum smelter through 15 interviews, observation, and employee survey (n=214) revealed high commitment, acceptance of change, and worker independence from management. This pattern emerged from a traditionally strong union presence. Comparison with other cases underlines the centrality of collective organization to…

A case study examined 10 successful partnerships between county extension educators and university researchers. Successful partnerships included commitment to the bigger picture, communication, mutual respect, trust, and a supportive environment. Conditions that promoted transformative learning in partnerships included strong partner facilitation,…