The first of the four papers in this symposium, "Trust and Distrust at Work: Normative and Dyad-exchange Influences on Performance" (C. Ken Weidner, II), proposes a theoretical framework for exploring and understanding trust and distrust in organizations. "Work Culture Adjustment: A Critical Ingredient to Organizational Change" (David J. Pucel) addresses the extent to which desired changes needed to create learning organizations conflict with employee values and attitudes surrounding work roles. "The Moderating Effects of Individualism and Collectivism on HRD [Human Resource Development] as an Instrument of Modernity" (Carol D. Hansen) challenges the ability of Western-based models of human resource development to make cultural contributions to organizational modernity in developing countries, with examples from Cote d'Ivoire, Ghana, and Senegal. "HRD Faculty as Leaders: The Application of the Full Range Leadership Theory to Graduate Level HRD" (Ochieng Fred Walumbwa, K. Peter Kuchinke) uses the Full Range Leadership model to examine whether HRD faculty exhibit transformational, transactional, or laissez-faire leadership behaviors when conducting graduate-level classes. (KC)