Strategy straddling reflects planners' and organizers' ideological ambivalence regarding consensus and conflict models of community organization. (Author)

Discusses systemic thinking and how it can help educational technologists better cope with change. Highlights include major societal paradigm shifts, differences between the industrial age and the information age that affect education, features of an information-age educational system, and changing uses of media and technology. (LRW)

Looks at several ways that change comes about over which the institution has little or no control: by mandate, through legislation, or through the accreditation process. Offers the CAP method (Communication, Alternatives selection, and Participation) to guide the institution through the change process. (JOW)

States that concentrating on the job at hand helps meet immediate objectives but lack of an overall strategy does not allow for adding value to organizations. Contends strategic planning helps information-development organizations demonstrate their value and alignment with corporate objectives. Advocates using strategic planning to improve the…

Discusses changes in organizational training systems in light of new ideas about organizational development and learning. Topics include the difference between training and learning, old assumptions about the functions of training, how training can be detrimental to organizational development, how to initiate change, and expanding training…

Discusses the 9 analyses of the career counseling profession's strengths, weaknesses, opportunities, and threats that appear in this September 2003 special issue of "The Career Development Quarterly." Identifies points of convergence, proposes a mission statement, and summarizes what career counselors seem intent on doing in the coming years.…

Discusses the management of change in higher education, with a focus on the work of the Higher Education Funding Council for England. Meeting the challenges of higher education will require leaders of the highest caliber and managers who embrace change through developing management practices and strategic thinking. (SLD)

Discusses how making information technology (IT) transformation an overt higher education institutional goal, as opposed to a by-product of other processes, allows true progress. Describes such efforts at the University of Central Florida. (EV)

Challenges for adult education posed by the changing world of work and learning include establishing corporate universities and dissolving mental and geographic borders through technology. (SK)

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)

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…

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 efforts of a Denver (Colorado) comprehensive high school to develop a "Direction 2000" plan to restructure its purposes, goals, and program. In the awareness and planning stages, participants listed the school's strengths, compiled a "why change?" list, and outlined 10 attributes of a restructured school. (MLH)

Three groups of strategies for overcoming trainee resistance are (1) preventing (distracting, assuming a "one-down" position, baiting, preempting, linking); (2) circumventing (refraining, disengaging); and (3) using resistance (treating it as substantive agreement). (SK)

The eight-step leadership model for implementing technology education, presented here, is one in which leaders use the principles and practices of individual and organizational transformation. (JOW)