The Duke University (North Carolina) experience using adventure-based or wilderness learning programs for staff development is discussed, focusing on the program rationale, planning, common responses of participants and nonparticipants, and outcomes. Quotations from program assessments are included. A brief list of relevant industry resources is…

Total Quality Management (TQM) is a process of continuous improvement where decisions are based on data. TQM works for those organizations that are prepared to make it work for them. Discusses seven common mistakes that many organizations make when implementing TQM. (MLF)

A survey of 923 employee involvement programs (57%) yielded 10 themes: range of problem content, team staffing, team membership status, team resources, training practices, information access, financial rewards, performance management systems, goal-setting structures, and roles of job supervisors. (JOW)

Examines what two school-based qualitative research projects on staff relationships and whole school curriculum development have discovered about (British) primary school leadership and development. Findings suggest the importance of a collaborative culture and facilitative leadership styles. Reflections on leadership complexity, instrumental and…

Discussion of organizational development and change focuses on parallel organization, a theory that combines changes in organizational theory with Quality of Work Life (QWL) theory. Criteria for effective employee participation groups are described, design and implementation of the parallel organization are explained, applications to libraries are…

Organizational flexibility is increasingly vital in business. The use of information technology allows people to work in whatever ways best enable them to contribute, through new patterns such as telecommuting. These new patterns require new approaches to personnel management. (JOW)

In Portland, an Oregon state commission wants to create a federation of public and private institutions to meet local demand through better coordination. The effort may involve having some institutions refocus curricula to social and economic issues facing the community, seeking less state and more private funds, and joint faculty hiring. (MSE)

Describes and compares the foci, methods, and outcomes of experiential-education and organizational-development models. Explores the synthesis of the two models in developing corporate adventure programs and services. Lists the contributions that each approach offers to corporate programs. (KS)

Metaphoric learning in corporate training should be "isomorphic" (paralleled experiences bearing strong resemblances to one another) for change to occur. In addition, the outcomes of the newly created metaphor must be different from the preexisting condition if change is to occur. (KS)

Reviews general trends in how centralized and decentralized information technology (IT) structures have evolved, as well as how a unified IT structure developed at Monroe Community College. Recommends a ten-step process that other institutions may use to assess how best to reengineer and revamp their current organizational IT structures. (JDI)

Competence models have evolved into a link between organizational strategy and organizational and individual performance. Training professionals use them to synthesize individual capabilities and organizational core competencies. Educators and policymakers use them to link workplace requirements to educational programs and curricula. (SK)

Describes a theory and practice for using service-learning for leadership development. The philosophical premises for merging service learning and leadership are drawn from educational theorists and from the best practices of experiential education and organizational development. From these philosophies is drawn a curriculum introducing students…

Defines the questions that are the basis of developmental-action inquiry. Outlines the type of theory and practice that supports and reflects such inquiry, and highlights how different such integrated research/practice is from empirical positivism. (Author/CCM)

A personal history of the Council for Children with Behavioral Disorders (CCBD) is given, with special attention to CCBD's beginnings. The organization's development is traced and CCBD's political activism is recalled, including position papers and cooperative efforts with other groups. Changes in the field of behavioral/emotional disorders are…

Examines popular approaches to performance and organizational improvement to see what flaws they contain and how continued practice will impede progress. Discusses benchmarking; quality management/continuous improvement; needs assessment; training; downsizing; reengineering; system(s) approach; and strategic planning. Describes the Organizational…