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In the last issue of Planning Review, a new concept in facilitating communication was discussed. This concept, called “I‐SPEAK Your Language,” concerns the modification of one's style of communication to match that of the person being addressed. In this way planners can be more effective in “getting through” to those with whom they must communicate. Obviously, having your thoughts heard is no guarantee that they will be accepted, but it is a necessary first step. It is also a step in which attempts at communication are often abandoned, because planners, discouraged by their inability to “get through,” give up.

Trite as it may sound, it is undeniable that the success of any corporate planner, and indeed any key executive, depends on his ability to communicate effectively. Whatever ideas or recommendations a planner may have, they are of little value if he cannot convey them to others.

This article is the third in a series on new behavioral techniques in communications. The first introduced the concept that most individuals have a communication style that is largely determined by their time orientation. It indicated that we communicate best with those individuals who have a style similar to our own and have difficulty in communicating with those with different styles. In addition, readers were shown how to diagnose their own style.

Understanding how to effectively and lawfully gain information from a prospective employee is an important skill for business managers to master. The decision to hire an individual results in long‐term consequences‐turn‐over rates, levels of productivity, training costs, and company image. Because getting the right person in the right job is so important to the success of any business, many managers personally want to interview the potential employee. Yet few can boast of making a perfect hiring decision. In fact, half of all new hires in America stay with a company no more than six months; and each mis‐hire can cost 30 to 50 per cent above annual salary in lost productivity and expense of replacement (Bacas, 1987).

Focuses on the mechanics of conducting an effective interview rather than the entire hiring process, identifying the key elements as planning, controlling, evaluating and ensuring a legal and fair interview; offers some straightforward advice in each of these areas, together with common problems to avoid. The legal advice stems from US law.

Outlines the traditional approaches for screening employees including the resume, telephone interview, job application, testing, interviewing. Looks at the development of videoconferencing as a new technique. Discusses the use of technology in this area including the Internet. Suggests that the people element is still critical and technology is only a tool. Provides some brief comments on the development of a videoconference interview training programme. Concludes videoconferencing can provide significant saving and be highly effective if backed by good training, marketing and administration.

Most executives find it necessary to make a number of persuasive presentations during their business careers. Planners must convince management committees to adopt new approaches or procedures; subordinates must convince their superiors that the organization should set out on a new course of action; home office managers must convince a group of field managers to pay more attention to service levels or a new product — the list of examples is endless. Such presentations are regular occurrences in all organizations.

Our planning systems are predicated upon a variety of myths. One of the most cherished is the myth of stability: “Business as usual” is a very comforting notion. Organizations everywhere enjoy the feeling of safety that develops when change is slow. Planners are usually directed to the task of preserving the existing “stable system” and maintaining the status quo. The alternatives — deliberately modifying the system or allowing it to evolve — are not often contemplated.

At a time when governmental corruption seems rife and administrations grow ever more secretive, the whistleblower is a crucial resource in journalism’s attempts to make accountable those who wield power. Yet despite legislation that is meant to protect employees and officials who expose wrongdoing, a governmental “war on whistleblowers” has made the hazards faced by many whistleblowers increasingly grim. This chapter explores the role of the journalist/whistleblower collaboration in disclosing important, but sensitive, information involving national security. In discussing case studies of those who have braved the government’s anger, we examine not only the circumstances of these breaches, but also their political and legal repercussions.

The following classified, annotated list of titles is intended to provide reference librarians with a current checklist of new reference books, and is designed to supplement the RSR review column, “Recent Reference Books,” by Frances Neel Cheney. “Reference Books in Print” includes all additional books received prior to the inclusion deadline established for this issue. Appearance in this column does not preclude a later review in RSR. Publishers are urged to send a copy of all new reference books directly to RSR as soon as published, for immediate listing in “Reference Books in Print.” Reference books with imprints older than two years will not be included (with the exception of current reprints or older books newly acquired for distribution by another publisher). The column shall also occasionally include library science or other library related publications of other than a reference character.