The authors state that organizational development (OD) consultants are reluctant to rely upon instruments because this would diminish their sense of usefulness. They discuss 15 OD issues and conclude that OD instruments must be based on sound principles of behavior and sequenced in a planned way in order to implement organizational change and…

In the first of a three-part series, the authors examine the origin of the organizational development movement, instrumented team learning seminars for managers, their experimental programs for industry at various locations, the development of the "managerial grid," management by objectives, behavior modification, and other approaches to…