Presents the "Change Potential Analysis Chart," a tool for administrators to use in successfully managing change. (Author/JM)

The High School Self-Renewal Program offers a method for defining and solving school problems. (Author)

Case study of Admiral Elmo R. Zumwalt's attempt at innovation in the United States Navy offers a means of assessing individual initiative in hiearchical change. (PD)

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

Noting that it is what we do with what we know which creates both efficiency and effectiveness, the author emphasizes that it is not just the trainees but employees at all levels who have to subscribe to the philosophy that the professionalism which derives from correct training is the only acceptable life style for their organization. (WL)

Describes how United Technologies Corporation (UTC) is restructuring its library and information services. Outlines the UTC information network model that divides library staff into three groups: information managers, research analysts, and knowledge facilitators (global information support, printed resources group, and INET--information…

Distinguishes between managers (administrators) and leaders (innovators) and argues that while managers outnumber leaders in most organizations, new leaders are essential if organizations are to move into the future. Defines leadership and discusses leadership qualities in libraries, instruction librarians and leadership, collaborative leadership…

Reflects on what schools must do to become genuine learning organizations. Traditional organizational culture was typically inward looking, centralized, and insular. Bureaucratic systems make schools structurally ineffective. Mintzberg's varied government and normative-control models are less suitable for education than Alfred C. Crane's…

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)

Interviews with 139 British managers, 84 recent graduates, and 35 workers doing similar jobs to the graduates identified key changes in work environments and organizational cultures. Employees appeared to want adaptive, adaptable, and transformative workers and expect graduates to be immediately effective on the job. (SK)

Adults, by choice or necessity, are often faced with making work-to-school, work-to-work, or work-to-retirement transitions. Adult educators should be aware of the strains and expectations of each transition in order to help adult learners manage change effectively. (SK)

Describes the evolution of knowledge management in businesses and in other organizations and discusses explicit knowledge versus tacit knowledge; communities and collaboration; measuring social capital; social network analysis; organizational change; individual and personal change; improving the network; and the next stage of knowledge management.…

Explores the organization of the maintenance function of five manufacturing and utility companies and the involvement of maintenance workers in plant improvement. Highlights the role of tacit skills of maintenance workers and of the maintenance function on technological change and organizational performance. (Contains 41 references.) (JOW)

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)

This typology of alternative forms of mentoring has two dimensions: (1) form of relationship (lateral/hierarchical) and (2) type of skill development (job or career related). Mentoring forms discussed include intra- and interteam, coworker, survivor, peer, internal and external collegial, internal and external sponsor, manager-subordinate, and…