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Organizing for a major change in a business is essential for a successful result. Three critical elements are discussed from a military perspective.

Examining a case study of a consultation to a synagogue community, this article describes how the community polarized around its Rabbi's support for the Palestinian rebellion in the Gaza Strip and the West Bank. By studying both the processes of polarization and the dynamics of the consultation, the article explores how a polarized community can destroy the real and psychological public space that it needs to heal its divisions and proposes that consultants can help a polarized community revitalize its public space by providing structure and boundaries inside the consultation process itself, by facilitating conversation so that substantive differences can be explored, and by interpreting the consulting process so that unconscious fantasies and unverbalized feelings can be examined. The article suggests that as we enter into a multicultural world where identities are negotiated, we need to develop a consulting technology that can help communities tolerate, protect, and sustain the many identities embedded in the texture of community life. (Reprinted by permission of the publisher.)

Corporations are developing more flexible 'boundaryless' organizations that have removed the barriers among corporate functions. Managers are asking workers to achieve corporate goals without distinguishing among titles, tasks or functions. Managers can recognize this new structure and use it productively by following their own intuition about the work environment and their employees.

In the face of complicated and rapidly changing settings, leaders need to have their followers help them understand the tasks and challenges they face. In psychodynamic terms, this means that leaders must become more vulnerable to their subordinates while continuing to support them, and that followers must learn to challenge their leaders while respecting their authority. A typology of authority is presented. Case studies are used to illustrate the difficulties leaders have confronting their vulnerability, how followers fear and foil leaders' efforts to share their uncertainties, and the benefits leaders and followers achieve when they ultimately succeed in connecting with one another. The author concludes that as the workplace evolves toward a postindustrial age, leaders and followers must recognize their dependence on one another and their need to collaborate, and bring more of their personal feelings to their roles. (Reprinted by permission of the publisher.)

A case study is presented that examines the dynamics of a professional team that struggled with aggression and distancing in an effort to improve their performance and individual well-being. The author found that the professional atmosphere of the team functioned as a defense against feelings and problems raised by rivalry and authority between members. He also explores how interventions and communication can help alleviate these tensions.

This article explores the psychodynamics of a cultural change in the workplace and seeks to deepen an understanding of the transformation process in companies and industries experiencing deregulation. The author notes that this process usually involves the empowering of line workers, the creation of work councils and a reduction of the number of management layers. These changes can help ease employees attitudes towards authority. The author examines how training programs should be designed to deal with the changing workplace and discusses when how these can be most effective. The author also explores some of the obstacles the need to be overcome when changing to a fast-paced, competitive and demanding work environment.

This article examines reasons for the growing interest in organizational retrenchment. The authors discuss how planning under conditions of retrenchment differ from growth-oriented planning and proposes some necessary skills for effective management of downsizing. The authors list five processes they believe account for this trend which are; the increased numbers of white collar and professionals involved, shifts in the patterns of careers and the decreased opportunities for traditional vertical mobility, the increased emphasis on white collar productivity and the resulting scrutiny of professional work, retrenchment-driven shifts in patterns of supervision, control, and risk taking that upset the culture and style of management, and long-term reorganization of the economy.