The application of creative methods and techniques for managing conflict and change in a stressful environment is described. Praise, communication methods, a creative problem‐solving model, participative management, job clarification interviews, and effective listening skills were used to...

Reports results from an extensive survey of major American change programmes which revealed a set of clusters of interventions. Most typically, the change programmes involved combinations of intervention techniques. Team‐building, strategic planning, skill building and restructuring were the...

Reviews briefly the history of management games and outlines the main parts of a game. Lists the best known international management games being utilized in the United States. Provides a complete description of the Multinational Management Game (MMG) along with case histories of management...

Specific types of dysfunctional work behaviours form an identifiable pattern that can be uncovered through a needs analysis and addressed by a multi‐dimensional, five‐step developmental effort. Includes a framework for these behaviours, an outline development intervention, a case study and...

The field of organization design is changing rapidly, reflecting contributions from managers and diverse organizational consultants. One of the most recent developments is in the design of non‐routine systems. Explores non‐routine systems design from a socio‐technical systems (STS)...

Challenges one of the dominant assumptions of the current cultural paradigm, namely that conflict is inevitable between people and groups with differing goals, values and priorities. Given that conflict is seen as inevitable, the field of conflict resolution has arisen to resolve conflict...

Most serious organizational change efforts of the last two decades have focused on change within groups or the socio‐technical system. Hard data on change efforts are both limited and present a mixed picture of the effectiveness of these efforts, particularly over an extended period of time....

Robert Theobald and Bruce Lloyd discuss the need to rethink our social structures, priorities and what we mean by leadership. Presents the challenges facing the world, but especially for politicians and those involved in international agencies, in the millennium ahead.

Uses a questionnaire survey sent to CEOs of US and Japanese subsidiaries located in North America to assess the amount of influence exerted on such companies by corporate headquarters and the effect of this influence on leadership styles of subsidiary management. US subsidiaries are found to be...