These four papers are from a symposium that was facilitated by Toni Powell on the change process in organizations at the 1995 Academy of Human Resource Development (HRD) conference. "The Effectiveness of Change Agents as Affected by Strategic Interactions" (Marie A. George) explores the nature of strategic interactions exhibited by a chief executive officer towards designated internal change agents within several subsidiary organizations, including a hospital, long-term care facility, and home health agency. "TQM (Total Quality Management) Binds: Failed Quality Initiatives" (Tom J. Shindell, Garry L. McDaniel) analyzes two case studies to illustrate paradoxes in TQM implementation and suggests strategies to avoid them. "The Implications of Delay in the Organizational Change Process" (Jenny Auger Maw) is an exploratory study showing that productivity and morale were negatively affected by responses to delay in organizational change at executive, manager, and employee levels and suggesting proactive planning and clear, open communications as two key ingredients to the successful management of delay in the organizational change process. "Journey from Satisfaction to Performance: Becoming a World-Class HRD Business Partner" (Timothy R. McClernon) presents an overview of the transition of the training department of a large national health care company from a traditional role as a training and development support function to a human resource development process measured by actual business impact. (KC)