OARTA (Organization Analysis with Results Using Transactional Analysis) is a way of thinking designed to resolve problems and reach goals through action-oriented research and analysis--a learning experience in which members of an organization can develop themselves and their organization. (ABM)

EDGE is a flexible group technique that enables participants to express, explain, exchange, and encapsulate their suggestions for creating their corporation's competitive edge. EDGE has two important outcomes: participants become more comfortable with each other and with problem solving, and they acquire small group skills. (JOW)

Using a case study approach, the authors apply organizational development principles to change a public agency into a more effective organization. (EA)

Report on how one organization successfully overcame the back-home application problem. (Editor)

Discusses the wilderness lab medium for executive and team development. Provides insights on key design elements and facilitation challenges useful to potential wilderness lab "consumers." (JOW)

The authors discuss ways to define a company's position on productivity, and explain productivity concepts. They describe a problem cause/solution set matrix with which to identify accurately the most probable cause of productivity problems. (SK)

The author highlights the enormity of waste due to ineffective business meetings, and describes techniques behavioral scientists have developed to cope with this perennial problem. A case study dramatizes how the techniques are applied. (Author)

In the field of organizational development, it is almost self-evident that an intervention or change action comes after a period of data gathering and/or analysis of the organization. This article explores how a manager can determine what actions to take following an organizational diagnosis. (LRA)

A guide for organizational development specialists, this model for productivity improvement proceeds through six stages: awareness of needs, entry of specialist, data collection, problem identification, action planning, and implementation of solutions. Examples of specific activities for each stage are provided. (SK)

Describes Bechtel Corporation's Organization Development (OD) system, which focuses on action/task identification, planning, operating decisions, and productivity. Presents eight-step process through which OD specialists help managers assess work-related problems (largely through interviews), action planning, implementation, and followup. Process…

Describes a rationale, instrument, and methodology to improve the practice of organization needs analysis. The approach involves the author's "career of the organization" exercise for the trainer's use in identifying organization problems and in conceptualizing the nature of needs-analysis problem solving relating to both individual and…

Two approaches to conflict resolution in the workplace are described. A systems approach questions the organization's systems rather than the behavior or motives of co-workers. Problem-solving retreats encourage team building and group cohesion and focus on long-term issues. (SK)

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…