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Purpose - The purpose of this paper is to provide an overview of the potential use of virtual reality systems in facilities management design solutions. Design/methodology/approach - The approach focuses on the human designer and acknowledges the importance of human input to the design process. The development of a metaphor-based VR system is reported along with initial field trials, which compare VR with conventional CAD systems. Findings - In the context of facilities management solutions advantages of using VR over CAD are shown and discussed along with strengths, weaknesses and future work. Research limitations/implications - The literature reviewed is not exhaustive. Many concepts are mentioned and referenced but not explained fully due to space constraints. The research suggests the future use of VR systems in FM solutions. Practical implications - This paper discusses immersive virtual reality (VR) in support of building design tasks as an innovative tool, enabling more effective facilities management input at the building design phase. Originality/value - The paper is based on original research. The paper explains and reviews the uses and potential uses of VR systems. [ABSTRACT FROM AUTHOR]

Outlines some of the questions raised during the course of a qualitative research inquiry into the personal consequences of organisational change for directors who are "drivers" of such change. Links these questions to more general issues and trends in the organisation of work (Handy) and for human resource management priorities (Ulrich). Questions the interpretation of these trends in relation to the role of the developer, arguing that effective development involving a third party developer is always dependent on genuine partnership working. Such a way of working is particularly challenging or even threatening to developers, frequently tempting them into hiding themselves behind fashionable theories, tools and techniques, rather than risking their own learning and development while facilitating that of others. Suggests ten keys to unlocking the development potential in oneself and others and that the application of these keys can be a painful process. [ABSTRACT FROM AUTHOR]

Describes a process of management learning and development involving over 100 senior public sector managers in the States of Guernsey and covering a period of six years. Details the programme's content and action learning approach which had much in common with many other management development processes. However, highlights the fact that it involved the whole spectrum of public sector activity (from policy making, service purchasing and service providing to utilities trading) and that more than 20 chief executives and their senior management teams participated in the process, which makes it somewhat unusual. Reports that, in the wake of the programme, a fundamental shift in the "doing of management" would appear to have taken place, involving a w illingness to share resources, to break out of silos and to experiment across previously well-defended boundaries; and notes that it has also generated a healthy appetite for further learning. [ABSTRACT FROM AUTHOR]