| Title | Short Description |
| Change Style Indicator | This tool from Discovery Learning is a change management assessment designed to measure preferred styles in approaching and dealing with change. |
| EdgeWork® | Developed in collaboration with the Center for Creative Leadership®, EdgeWork® has participants assume managerial positions in two corporations that have very different organizational cultures, but are also partners in supplying an innovative technology to a specific industry. One company is a small research and development organization driven by humanitarian concerns and the desire to advance science. The other is a large profit-driven business operation.
Discovery Learning's EdgeWork® Business Simulation tool goes beyond individual and role-level tensions and conflicts, generating these issues on a group level. Groups are drawn to work on key challenges related to more effective ways of talking, thinking, deciding, and taking action together. EdgeWork® is a simulation of dynamic relationships, trade-offs, and conflicts that naturally occur whenever people work together in an organization. |
| Effecting Change in Business Enterprises: Current Trends in Change Management | This report addresses change management issues at the organizational, departmental and individual level. The findings reflect the state of the art in initiating and effecting change in business enterprises. |
| Managing Change in State Departments of Transportation: Innovations in Workforce Strategies (Scan 5 of 8) | Workforce and organizational issues are a major focus in many state Departments of Transportation (DOT) today. A National Cooperative Highway Research Program project was undertaken to collate the innovative workforce strategies in place at various state DOTs. The link is an online compilation of the links, research, and interview material collected while creating the report. |
| Monitoring the Pulse of Employees, Pennsylvania DOT Employee Retention | The Pennsylvania Department of Transportation uses ongoing internal surveys to monitor and improve their workforce condition, satisfaction, and engagement. Surveys were initiated in 1992. Since then, survey tools and utility have grown significantly. |
| NASA: Balancing a Multisector Workforce to Achieve a Healthy Organization | The National Aeronautics and Space Administration (NASA) is experiencing a fundamental mission shift that greatly increases its scope. In order to respond to this mission change while remaining within its workforce and budgetary constraints, NASA has realized that it must develop a flexible, scalable workforce. To assist NASA in this significant mission expansion and workforce organization change, the National Academy of Public Administration (NAPA) was charged with conducting an independent review of the workforce issues associated with a transformation of this magnitude. Three specific issues addressed were what is a healthy center, and how should NASA measure it, how should NASA decide whether to obtain services from a contractor or a civil service employee, and if NASA decides to hire a civil servant, how should it decide what kind of appointment to use? The report contains NAPA's findings and recommendations. |
