In this article, authors Deborah Helsing, Annie Howell, Robert Kegan, and Lisa Lahey argue that today's educational leaders face a host of complex demands as they strive to implement lasting, meaningful change in their school environments. As these demands often require a level of personal development many adults may not yet have, there is a need…

Describes the Quality Improvement Program developed by Florida Power and Light's Nuclear Training organization that was awarded the Deming Application Prize for quality control. Training quality, team activities, training's role in business planning, customer involvement and evaluation, and continuous improvement of training are discussed. (LRW)

Discussion of instruction and training to introduce new ideas and to improve performance focuses on the presence of conflict and the theory of games. Topics discussed include learner participation; Theory X; Theory Y; and Theory Z; and game rules, including control, scoring, changing rules, and ending the game. (25 references) (LRW)

Introduces a series of six installments on making the transition from a training/instructional design approach to human performance technology (HPT). The first installment topics include defining human performance technology; obstacles to effective HPT; and the necessary role characteristics for trainers performing HPT. (AEF)

Describes an improvement program, based on total quality management concepts, for training employees that was developed at an IBM facility. Topics include student evaluation; follow-up telephone surveys; creating an educational brochure; and automating registration and recordkeeping activities. (LRW)

Describes efforts by the Motorola Training and Education Center (MTEC) to develop and implement a model for applying the concepts of quality/continuous improvement to the design of courseware. MTEC's role as change agent is discussed; the use of an instructional systems design model is explained; and problems are identified. (LRW)

The speech communications professionals who are involved in training and consulting need to conceptualize and talk about their activities as communication educators--not as trainers. Clients should be taught to make interpretive choices appropriate to their rhetorical environment, in addition to learning basic skills. As educators in the corporate…