Work-Family Programs (WFPs) are among the most popular and publicized workplace innovations of the 1990s. These programs are intended to alleviate employees' work-personal conflicts by addressing issues such as child care assistance, parental leave, elder care, flexible working arrangements, wellness and fitness, and stress management. The problem is that WFPs are not working very well. Most programs are not widely used and their presence spurs reactions from indifference to resentment among many organizational members. This is because organizations are primarily concerned only with the symptoms, not the fundamental causes, of work-personal life conflict. WFPs could be more effective if they were framed around a context of a balance-supportive culture. An organization's culture must shift from a mastery orientation and support each of the three aspects of work-personal life balance: time-and-energy distribution across life areas; collaborative-connected leadership; and self-realization. The document also includes a list of Work-Family Programs, a collection of organizational assessment tools, and sample interventions toward a balanced culture. (Contains 48 references.) (JE)