Using a nonlinear differential equation model based on ecological theory to explain differences in the speed of expansion in national systems of education, suggests that organizational expansion in large, geographically decentralized systems follows a process of logistic growth with a ceiling set by environmental resources. (Author/GC)

Three network studies in education, assessing the "state of the art," are reviewed. New directions for developing social network analysis in education are offered from the author's fieldwork in Pontiac, Michigan. It is believed that networking will remain a popular change strategy, but it will be incorporated into more comprehensive…

Organization Development is a management science that defines and solves organizational problems. Procedures include: (1) diagnosis of problem; (2) gathering of data related to problem; (3) obtaining feedback; (4) developing various change strategies; (5) developing an action plan; and (6) implementing the plan. (CJ)

Power in the university is seen as the academic division of labor that creates a number of self-sufficient units responsible for the production of academic work. Two kinds of reforms in higher education, efficiency and participation by disenfranchised groups, have affected the power structure of higher education institutions. (Author/MLW)

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…