Thoms and Greenberger report how organizational leaders (n=111) who participated in vision training were compared to 50 who received other management training. The first group's visioning ability increased; their future time perspective and positivism were correlated with their visioning ability. Meindl offers a critique of Thoms's and…

Suggests that continuous improvement tools used in the workplace can be applied to self-improvement. Explains the use of such techniques as one-piece flow, kanban, visual controls, and total productive maintenance. Points out misapplications of these tools and describes the use of fishbone diagrams to diagnose problems. (SK)

The literature on empowerment in organizations lacks discussion of problems in implementing it or of the conditions needed for success. It is often assumed to be a universal solution appropriate to all organizations. (SK)

Volunteers are affected by organizational change, though with a different focus and priority. There may be tension between volunteers and paid staff. Volunteers may pass through stages of resistance, confusion, integration and recommitment; they may have different change styles: resisters, adapters, or seekers. (SK)

This letter from the president of the National Association for the Education of Young Children (NAEYC) addresses the departure from the organization of Marilyn Smith, Executive Directory, and J.D. Andrews, Chief Operations Officer. The letter includes information on NAEYC's search for replacements, including an official call for applications and…

Suggests that modernism is ending and full-time employment can no longer be taken for granted. Posits the formation of a risk society for which modern education is no longer adequate. Lifelong learning and a learning society may be more viable. (SK)

Principles of self-management embodied in learning organizations are not accurately reflected in practices used to build learning organizations. There is an inherent contradiction in learning organization initiatives: the attempt to link individual development with organizational strategy tends to restrict the possibility of creating a learning…

Defines action learning (AL), the AL problem, the AL set, the set as a learning lab, and the drawbacks of AL. (SK)

Unlike traditional management development, use of conversations in coaching high-performance work teams addresses core processes of speaking and listening. Management of conversations aims to create learning that will lead to breakthroughs in team performance. (SK)

Links between organizational performance and high-performance work practices were studied using data from the National Employment Survey, measures of work practices comparable across organizations, and a longitudinal design incorporating data predating use of high-performance practices. Practices raise employee compensation without necessarily…

Proposes a model of organizational change by describing organizational change as a discursive process, sparked by a rhetorical conflict in an organization's narratives and images. Examines the educational assumptions and theories that structured a training course used by a company that was restructuring and reorganizing. (SG)

Action research in small companies attempting change used concepts of paradox and metaphor to examine change processes. Findings include the need to (1) discover change in mini-worlds (parts of organizations), (2) appreciate first-order learning, and (3) stabilize change and handle the forces trying to change stability. (Contains 46 references.)…

A project designed to reduce accidents in sugar factories used metaphors as tools for creative analysis, as ways of creating emotions, and as methods for fostering unconscious learning. When change is the goal, images, stories, narratives, and fairy tales were shown to be more effective than formal conceptual learning. (Contains 32 references.)…

Identifies some key issues in recent research on organizational learning and situates the contributions of C. Argyris and D. Schon within the field as a whole. Provides a conceptual framework in which to position the remaining chapters of this special edition. (SLD)

Describes forces that are causing libraries to make changes in how they do business and examines how libraries use management strategies to restructure their organizations. Presents two models that represent organizational structures designed to take into account the unique circumstances of libraries and addresses issues involved in moving to a…