Editorial

It amazes me, as both a scholar and a practitioner, that the world of "effective change management" still eludes us as scholars and practitioners.

In this issue of the journal, W. James Smith does an excellent job of identifying both the myths and the methods of effective change management. In his article, "Turning toward growth", Jim informs us of the basic change management theory and practice, which, if applied well, will keep us out of harm's way when running our organizations in today's complex world.

The article is extensive, and has been broken up into unique, stand-alone pieces in the hope that you can digest all of the wisdom displayed in it. Parts I and II appear in this issue: Part III, "Team based structures and design principles", will follow in the next issue.

Yet another intriguing article,presented by a number of organizational development practitioners in the Minneapolis area, deals with dialoging. In this very interesting piece, some of the mystery of human communication comes to the forefront. This is especially interesting given that so much of empowerment is locked in our ability to understand one another and move forward into productive working relationships.

I think you will find this issue intriguing and thought-provoking. It is intended to be that way. Finding our path in today's complex business world often requires curiosity and the sometimes thought-provoking material to which curiosity leads us. Enjoy the experience.

Linda S. Wing