A course on interpersonal skills training, described in a 1977 issue of ICT , has changed now beyond recognation. The author looks at the changes made and the reasons for such.

This article describes the “effects feedback” training method which employs the prin‐ciple that if you want to improve your performance you need to know your results and how you attained them. The authors indicate some of its applications and make a case for using it as an antidote to...

Good and bad justifications for Assertion Training are examined, and it is emphasised that it is crucial trainees are selected by need, not status. AT must be treated as complementary to other training activities. The relationship of assertiveness and aggression is discussed. Effective AT...

The process of Transactional Analysis is reviewed and the uses of its techniques demonstrated. A training exercise illustrating the three ego states in transactions is included.

Some of the major shifts in interpersonal relationships training in the 1980s are outlined. Covering face‐to‐face communication skills, influencing and assertion, team building and personal awareness programmes, it is argued that a more holistic rather than a reductionist approach is...

As long as profit‐centred organisations have existed, the cultural issue concerning the delicate balance between profits and people has been paramount. At Citicorp, a world leader in the financial services industry, cultural change along these lines is ongoing. People management was...

Reports on the publication of guidance to employers published by the Suzy Lamplugh Trust, the national charity for personal safety. Endorsed by the Health and Safety Executive and others, the guidance offers help on policies and practices to tackle violence at work, risk assessment, hazard...

Reports on a recent survey by GHN Career Management Consultants who suggest companies are not making the best use of high fliers. Provides a method of identification of high fliers, both practical and attitudinal and supplies development plans, such as learning in groups and mentoring. Concludes...

Organisations must adapt to change more rapidly than ever, with fewer managers. Practical leadership tools for fast‐paced “on‐the‐fly” interactions are not widely available. The Microskills System provides a model for leading which permits leaders to employ simple skills in various...