Problem statement. The implementation of 3D modeling elements in the indemand specialists' training of the socio-cultural sphere is in line with the recommendations of UNESCO and the priorities of Russia's state cultural policy. The study aimed at substantiating the effectiveness of the three-dimensional computer graphics usage for specialists' training to improve the quality of their education. Methodology. Theoretical and methodological analysis and generalization of fundamental scientific works on the research problem, processing of test results, and three-dimensional models of cultural objects are applied. The pedagogical experiment involved 49 students of the direction of training 51.03.03 Socio-cultural Activities (level-bachelor's degree) of Orel State Institute of Culture. Pearson's χ 2 test was used as a statistical processing method. Results. The features of the use of three-dimensional computer graphics in the training of specialists in the socio-cultural sphere to improve the quality of their training are determined: activation of information communication; support for solving economic and engineering problems as components of socio-cultural activities; automation of a large number of calculations, etc. Statistically significant differences in qualitative changes in the pedagogical system were revealed. Conclusion. The use of three-dimensional computer graphics in the training of specialists in the socio-cultural sphere will help to increase the level of their professional training while providing a set of conditions: a combination of design, educational and research activities; orientation to the performance of labor functions; application of fundamental theoretical information on technologies for organizing leisure activities in real socio-cultural activities, etc.

The article draws on a decade of work in the UK by the UK Work Organisation Network (UKWON), and recommends a systematic approach. Taking cases in the National Health Service, the focus is on employee involvement, partnership and the development of social capital. High and low road approaches are compared, in an evaluation of the Improving Working Lives programme.

The article presents teamworking in practice, located in a local, regional and European context. Based on extensive experience in the textile industry in the East Midlands, lessons have been applied in the textile industry across Europe, in regional development policy, and in the development of a European Work and Technology Consortium and UK Work Organisation Network.

Anpassungsfähigkeit, ein Schlüsselkonzept bei der Umsetzung der Lissabon-Strategie, hat sich bei der praktischen Begriffsbestimmung als schwer definierbar erwiesen. Dies ist aber kaum überraschend: das Ziel der Strategie, Unternehmen in die Lage zu versetzen, auf die immer volatileren Marktbedingungen flexibler zu reagieren und gleichzeitig die Beschäftigungssicherheit zu wahren, wirft in der Konzeptphase und auch in der Praxis Probleme auf. Das vorliegende Papier argumentiert dahingehend, dass der Ort, an dem die Vereinigung von Flexibilität und Sicherheit zustande kommt, hauptsächlich der Arbeitsplatz ist. Innovation am Arbeitsplatz und die Modernisierung der Arbeitsorganisation erscheinen nämlich immer wieder als Thema in vielerlei politischen Dokumenten und Mitteilungen der EU. Die Generaldirektion Beschäftigung & Soziale Angelegenheiten der Kommission hat bei einer Konferenz der EU-Präsidentschaft im Februar 2004 in Dublin darauf hingewiesen, dass die Modernisierung der Arbeit im Mittelpunkt der Lissabon-Strategie steht und dass die Mitgliedstaaten alle Mittel zu ihrer Verfügung nutzen müssen, um den Rhythmus der Veränderung am Arbeitsplatz zu beschleunigen 1 . Dies entspricht den Schlussfolgerungen der Konferenz der dänischen Präsidentschaft über Arbeitsorganisation von November 2002 in Roskilde.

Two things are clear. Firstly a vast and growing body of evidence shows that workplace innovation practices which empower employees to make day-to-day-decisions, challenge established practices, contribute ideas and be heard at the most senior levels lead to better business results as well as enhanced workforce health and engagement. Secondly it is clear that most businesses are either unaware of this evidence or that they are unable or unwilling to act on it. Successive surveys demonstrate a substantial gap between “what works” and common workplace practice.

Part of the problem is the lack of an easily communicable way of sharing actionable knowledge generated by diverse bodies of research and experience with enterprise-level decision-makers, public policymakers and other actors. We need a “joint intelligence” shared by all stakeholders in the workplace and at the wider economic and social level. This task has been taken up by UK WON and its partners in the European Workplace Innovation Network (EUWIN).

The literature emphasises the importance of internally consistent policies and practices in achieving superior outcomes for organisations and their employees greater than the sum of individual measures. The metaphor of The Fifth Element is a useful way of capturing this essential quality, providing a framework for the creation of sense-making narratives that build bridges between researchers and practitioners.

Finally the article argues that much can be learned from the minority of European countries that are proactive in building long-term relationships, joint intelligence and collaborative action between policymakers, researchers, social partners, consultants and enterprises.