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,…

Examines how it easy for people to overlook small successes when they are overwhelmed by and preoccupied with large projects and goals. Explores the concept of "small wins" in organizational theory, which have the potential to become a prominent part of institutional culture and impact organizational behavior and change. (GCP)

Summarizes research on how organizations implement change successfully. Focuses on five lessons for implementing and sustaining change: (1) be sure it will add value; (2) match the change process to the challenge; (3) provide management support; (4) prepare the system for change; and (5) help people align. (Contains 22 references.) (JOW)

Describes the experience of a contract service business after adopting a Web-based collaborative technology to share information throughout the firm. Explored user perceptions and attitudes toward the technology and its impact on time, control, and organizational change based on qualitative interviews. (Author/LRW)

Distributed intelligence occurs when people in an organization take responsibility for creating innovations, solving problems, and making decisions. Organizations that have it excel in their markets and the global environment. (Author/JOW)

Defines the learning company as an organization that facilitates the learning of its members and continually transforms itself in order to meet strategic goals. Supports the concept with a study of personnel directors in eight public and private organizations in the United Kingdom. Proposes guidelines for developing learning companies. (SK)

Discusses the establishment and guiding principles of The International Standing Conference for the History of Education (ISCHE). Traces its founding, meetings, conference topics, membership composition, various organs of the organization and their functions, newsletter publications, and the developmental changes that have occurred in the…

Argues that one useful means of examining how different interpretations of organizational communication operate is to consider them under four frames of reference (structural, human resources, political, and symbolic). Argues that this approach assists in explaining why organizations are run the way they are. (RS)

Suggests that total factory integration through computer networks, even when technically feasible, might be unwieldy, inefficient, and uneconomical because the human factor and accumulated know-how of the work force tend to be overlooked. (Author/JOW)

Reviews application of total quality management (TQM) principles to higher education and the relationship of learning organizations and TQM; compares TQM principles to other organizational behavior concepts. Concludes that TQM treats organizational change in educational institutions as unproblematic, ignoring issues of power, authority, resistance…

Instead of training staff to deal with problems, organizations need to recognize the problems and change to solve them. Training departments are changing to include organizational development to facilitate teams, design work processes, and get out where the real work happens. (JOW)