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Executive development and education have proceeded on the basis of two developments as a result of shifts in government policy over the past two decades. The first is marketisation, the belief that marketplace ideology is best, and the belief that the private sector functions better and more rationally than the public sector. The second is performance, the belief that performance can be controlled. It is argued that these trends are myths that have developed into the performance cult. This paper argues that even knowing you cannot be in control doesn't stop you trying to be in control, but understanding what is happening enables us to stay active in negotiating our daily lives moment by moment.

Global government is on the rise, and with it a devolution of power to the grassroots. Subjugating nature is out of fashion and ecological living is the new imperative. The next generation of leaders will emerge not from the political class but from ordinary communities, bringing with them new modes of learning and new definitions of intelligence.

This paper seeks to suggest that effective leadership can be achieved by, and can drive, an integral spiritual connectedness between governments, organisations and society as a whole.

A literature search to map the history and the underlying philosophies that have led to the current popular concept of leadership, and to suggest a different worldview to bring about a change to these underlying philosophies in order to enhance leadership effectiveness.

Effective leadership is multi‐disciplinary, involving not only those disciplines of sociology, psychology and technology, but that of spirituality as well. This new approach is effective because of the different ways it offers of gaining deeper insights into a leader's own spiritual self, but also beyond this to others with whom the leader interacts, and others who are affected by the results of their leadership.

The paper is not an exhaustive literature search and is primarily limited to selected authors of futures studies, psychology, psychotherapy, economics and business.

The paper proposes steps to guide how organizational leadership can lead to more effective workplaces as well as benefiting the global society as a whole.

The paper is current in today's environment and offers a practical epistemological explorative approach into what effective spiritual leadership could mean and to consider the impact of leadership decisions and actions as a result.

Full‐text CDROM is a powerful tool and publishers are finding ways to build more into their product. World Library has upgraded Library of the Future with a third edition (World Library Inc., 1991–1994, Library of the Future, 3rd Edition. Irvine, CA, USA). Library of the Future is a CDROM tool to access classic literature, some religious works and some important documents in full text. World Library has added Windows operation and new graphic effects to the product.

This is a comparative case study of how three high school history teachers in the U.S.A. use art in their practice. The following research question was investigated: How do secondary history teachers incorporate the arts—paintings, music, poems, novels, and films—in their teaching of history and why? Data were collected from three sources: interviews, observations, and classroom materials. Grounded theory was utilized to analyze the data. Findings suggest these teachers use the arts as historical evidence roughly for three purposes: First, to teach the spirit of an age; second, to teach the history of ordinary people invisible in official historical records; and third, to teach, both with and without art, the process of writing history. Two of the three teachers, however, failed to teach historical thinking skills through art.

Computer assisted instruction (CAI) is a powerful technology that librarians have been quick to discover. However, surprisingly little quality software exists for library applications. Librarians are faced by the necessity of designing their own software to support specific objectives. The design and production of CAI software involves numerous steps, which are discussed in this article.

This paper's purpose is to account for liberal education's characteristic incoherence.

Its approach is to sketch a dilemma created by cultures being inherently conservative, while nations, in order to be internationally competitive, need to be innovative. The definitional and systemic bases of culture's conservatism offer no point of attack; but a third base is enculturation, which does.

Shortly after puberty, society's more promising young people are strongly urged to leave home for an extended period, and be exposed to ways of acting and thinking that often clash with how they have been brought up. They are encouraged to explore new subjects and indulge their curiosity; they are encouraged to “think outside the box” of their own enculturation. The incoherence of liberal education leaves them not with a sense of closure, but in a state of constructive confusion conducive to innovation in all aspects of life. Liberal education thus serves the social function of countering the anti-innovative tendency of culture.

Attempts to impose coherence on undergraduate educational experience by “tying things all together” for students are ill-advised.

Seeing incoherence as a desirable rather than deplorable feature of undergraduate liberal education can help us facilitate rather than inadvertently inhibit innovative thought and action in the rising generation.

A series of interviews were conducted with 12 experienced Organization Development (OD) practitioners in order to explore the impact that changes in the business world may have had on the values of the field. Eight major themes emerged from these interviews: (1) OD practitioners are driven by large system change; (2) humanistic values remain at the core of OD efforts; (3) practitioners are focusing more on business effectiveness issues; (4) achieving personal goals and rewards are strong motivators; (5) practitioners sometimes project their own issues and problems onto clients; (6) some operate as fringe dwellers on the margin of commitment to organizations; (7) the OD missionary is alive but not well; and (8) training for the field is a severe problem – there are too few mentors for the number of people entering the field. Addresses implications for the field of OD.