Distinguishes between organizational development (OD) and therapy. OD is defined as a mechanism for problem solving in complex socio-technical systems. Describes possible drawbacks and advantages of the OD process. Provides examples of how OD has helped managers and non-managers work together. (CSS)

Suggests that organizational development consultants should use more explicit representations of the problems they work on with client teams. Offers an approach to overcome difficulties and provides a strategy for intervening in the processes of problem definition in teams. (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)

In 1975-76 the Educational Improvement Center field tested a program to provide instructional leaders with knowledge and skills in planning and organizational development and to create a functioning network of instructional change agents. Participants were instructional leaders such as principals, superintendents, media specialists, and head…

Improvements in advising programs are seen as elements of institutional development and are central to the mission of the institution rather than peripheral service entities that happen to take place on campus. (MLW)

Concludes that organizational development is a positive influence in promoting the type of school climate that allows for open relationships between teachers, students, and administrators. (AM)

Since many institutions have functioned as "paternocratic" systems, they cannot be expected to assume unfamiliar democratic-participative modes of functioning without guidance; this can be provided by a consultant or consultant team. The author offers 12 approaches to organizational change, discusses staff development, and outlines necessary…

This paper proposes viewing students as full-fledged organizational members who participate in school planning, problem-solving, and decision-making about school curriculum, grading policies, teacher evaluation procedures, budget, and the like. Three tested strategies are described that help students increase their understanding of how the school…

Considers derivation of the strategy concept and its deployment as a managerial planning technique. Examines the related growth of school development planning, exploring ways it might be considered strategic. Using strategy in organizations is no longer either possible or appropriate. Proposes an alternative planning basis derived from marginal…

Complex institutional problems require comprehensive and complex solutions, including such strategies as defining or redefining institutional mission, finding a market niche, planning, cutting costs and increasing income, structural change, enterprising leadership, and using existing assets and good luck to best advantage. (MSE)

Elements that the University of Akron, Furman University, and Wichita State University believe to be essential for mounting a successful program for change are identified: definition of institutional mission, top administrative support, leadership development, comprehensive change programs, emphasis on communication and process, and merging of…

Total Quality Management (TQM) is "a system of continuous improvement employing participative management and centered on the needs of customers." Key components of TQM are employee involvement and training, problem-solving teams, statistical methods, long-term goals and thinking, and recognition that the system, not people, produces…

The involvement of process consultants can ease the development of strategies for increasing school effectiveness. The process consultant does not function as an expert in education, but facilitates development of an effective planning team consisting of the principal and four or five faculty members. The consultant first determines whether the…

A principal recounts her year-long journey to pull a southern Oregon school community together. She used two problem- solving strategies (Situation-Target-Plan and force-field analysis) to alter cultural norms, guide the community through planned change, and integrate staff development, organization development, and action research. (MLH)

This paper was presented at a symposium bringing together persons with experience and expertise associated with organizational development in schools. The Improving Teaching Competencies Program at the Northwest Regional Educational Laboratory has been developing 15 sets of training materials to be used in organizational improvement strategies…