The Age of Participation: New Governance for the Workplace and the World by Patricia McLagan & Christo Nel. Berrett-Koehler Publishers, 1995. As Peter Block states in the foreword, this book bridges the gap between intentions and actions. It makes the practice of participation reasonable, explicit, and concrete.

Corporate Tides: The Inescapable Laws of Organizational Structure by Robert Fritz. Berrett-Koehler Publishers, 1996. In this book, Fritz builds understanding of structural forces and presents a methodology for applying structural principles. (See Quest book review page for expanded review.)

The Learning Congregation: A New Vision of Leadership by Thomas R. Hawkins. Westminister John Knox Press, 1997. Hawkins has written the first book ever to apply concepts of learning, leadership, and adaptive work specifically to congregational settings. He draws on Scripture, theology, psychology, and organizational development to weave a picture of congregations that are capable of enriching the future of the world and the church.

Life at the Edge of Chaos: Creating the Quantum Organization by Mark D. Youngblood. Perceval Publishing, 1997. Youngblood's book presents new ways of thinking, working, and being for managing change in any organization moving into the quantum world view.

The Living Company: Habits for Survival in a Turbulent Business Environment by Arie De Geus. Harvard Business School Press, Limited, 1997. After studying many companies to uncover the characteristics of long-living organizations, De Geus set out to use his learnings at Royal Dutch Shell.

Making Quality Happen: How Training Can Turn Strategy into Real Improvement by Ted Cocheu. Jossey-Bass Publishers, 1993. This book offers a six-step process for making "improvement" a reality in an organization.

Peripheral Vision: Learning Along the Way by Mary Catherine Bateson. HarperCollins Publishers, Inc, 1994. This exploration of lifetime learning is enriched by the lifelong experiences of the author in encountering the unfamiliar. The book leads the reader to reflect on the differences between schooling and learning.

The Postmodern Organization: Mastering the Art of Irreversible Change by William Bergquist. Jossey-Bass Publishers, 1993. Bergquist explores the differences in pre-modern, modern, and post-modern organizations and suggests models of postmodern organizations.

Sculpting The Learning Organization: Lessons in the Art and Science of Systemic Change by Karen E. Watkins and Victoria J. Marsick. Jossey-Bass Publishers, 1993. This book proposes a new way of organization based on learning (learning as individuals, as teams, and as whole organizations).

Training For Impact: How to Link Training to Business Needs and Measure the Results by Dana Gaines Robinson and James C. Robinson. Jossey-Bass Publishers, 1989. Learning organizations use feedback to measure, improve, and change. Training is one aspect of learning. If planned out ahead of time, training can be assessed in relationship to actual business results.

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