This document contains three papers from a symposium on organizational culture and climate that was conducted as part of a conference on human resource development (HRD). "A Comparative Profile of Workgroup Climate in Different Organizational Settings" (Allan H. Church) reports on a comparative analysis of climate data on more than 5,000 groups (representing more than 23,000 team members) that were collected during a 9-year period from 10 different databases and that revealed significant effects with respect to rater (manager versus group member) and industry. "The Relationship between Organisational Commitment and Organisational Climate" (Adela J. McMurray, Don Scott, R. Wayne Pace) reports on a study of 1,413 white and blue collar employees from 42 different countries of origin (response rate, 97.8%) that showed a significant correlation (.66) between organizational commitment and organizational climate. "Action Learning as a Vehicle for Organizational Culture Change" (Susan R. Meyer) reports on an examination of an ongoing 2-year action learning program indicating that managers who participate in the program recognize the need to adopt systems thinking and change their managerial practices in order to break down organizational norms against open, cross-divisional communication and engage in more innovation and problem solving. Two papers contain reference sections. (MN)