New approaches to business transformation are emerging to address significant need and to serve as successors to reengineering, which has acquired a reputation for being slow and ineffective. These approaches require new, innovative methods that target, integrate, and rapidly implement total business solutions. This article presents one particular accelerated approach. Like other approaches, the key to success with an accelerated method is a closer blending among the business process redesign, information technology, and organization development disciplines to help clients pursue an appropriate course for dramatic business improvement. Within this method, the organization architect role plays a significant part in enhancing interdisciplinary work and accelerating business transformation.

The intent of this paper is to present a specific methodology for organizational diagnosis, which in order to be successful, requires that an interventionist as a third-party facilitator attend to many very specific (though sometimes subtle) process aspects. The traditional techniques used for organizational diagnosis-questionnaires, interviews, and participant observationare criticized as being content-influential. The process-oriented methodology presented involves the interventionist with the client in designing groups that represent four different constituencies of a particular organization unit. The initial diagnosis and the initial intervention is achieved by conducting a problem diagnosis workshop. Pragmatic aspects concerning an effective diagnostic intervention have been learned through extensive research experience, some of which the authors report.

In recent years, commentators have characterized the disruptive social occurrences and technological changes as dystopic. As we attempt to address and deal with this melee of events with their associated emotions and reactions, this article mines media ecology literature, the work of renowned Brazilian educator, Paulo Freire, and other sources to propose some answers and choices for the path forward. More specifically, this article defines dystopia and describes Freire’s Gnostic cycle, which is comprised of active research, learning and teaching as a possible antidote. It highlights media ecology articles complementary to Freire that may be further leveraged. Finally, the article focuses on Freire’s Gnostic cycle in offering suggestions regarding future media ecology work to contribute in building a post pandemic world.

This article combines appreciative inquiry (AI) as well as digital object interviewing and other constructs from the field to examine Explorations in Media Ecology (EME) in its online format. It provides an in-depth review of the journal and its issues produced over the past twenty years. The article surveys EME’s editorial advances and transitions, its coverage of the media environment, its interdisciplinary range, along with its demographics and reach. Throughout this article, EME’s digital publication speaks for itself describing its own strengths and opportunities as manifested since its origination. Along the way, this article utilizes anecdotes and quotes from EME’s contributors that illuminate and support the survey results. Finally, this article through these quotes, gives EME a voice; it offers suggestions to build on its strengths and make use of opportunities for an onward and upward future.

A Media Ecology/Formal Cause Communication Model appears to have parallels with strategic/change communication offering means of exploring different but related areas of study and practice. Particularly, change communication continues to be critical in technology adoption whereas media ecology concerns ‘confronting technopoly’ and countering the surrender of culture to technology. A ‘change curve’, has had its own origins and part in the change communication process. However, media ecology’s particular communication focus appears based on maintaining human values in the face of such change. This article attends to the elements of change communication and technopoly confrontation through a review of related references. It discusses learning found in comparing strengths and opportunities. It suggests combining/reinterpreting pertinent processes for pursuing real-world synergies. Finally, the article proposes ‘remediating media’ process use proceeding in the aftermath of COVID-19 and international conflict.