Tested differences in values between 60 managers and 51 organizational development consultants, using the Management Values Inventory (MVI). Results revealed that the differences between the two groups were modest, even when statistically significant. Often-stated differences between these groups were not present on the MVI. (Author/WAS)

This study focuses on the importance of consultant and client gender. Data indicated that male and female consultants are approximately the same in training, interests, strategies, and other background aspects. Overall, despite their preparation for management consulting, women appear to be experiencing substantial discrimination when entering the…

This is an account of errors made by the author in his role as organizational change agent working as a process consultant. For each error there is an illustrative case study in which he was directly involved. (Author)

Surveyed 107 college faculty members to study their involvement in consultation activities. Results suggested professors consulted most often with large businesses and did more training than organizational development. Respondents reported courses in research methods and professional association workshops were helpful to their consulting work.…

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)

Focuses on how clients' perceptions of consultants' motivation and behavior affect clients' reactions to consultation. Results suggested that clients demand a certain balance between personal support and understanding on the one hand, and expertise, guidance, and decisiveness on the other. (Author)

The purpose of organization development (OD) is to improve an organization's effectiveness in making decisions and changes and to reach the full potential of its personnel. Objectives of OD and essentials for successful programs are listed. Definitions of essentials and how they add to the effectiveness of OD are presented. (Author/BEF)

Although consultation models have expanded, research demonstrating the effectiveness of consultation has lagged behind, thus limiting the acceptance of consultation as a method of intervention in schools. This study presents a preventive consultation framework and demonstrates its effectiveness in working with school principals to change the…

A survey of 67 cases of organizational change provides evidence concerning collaborative intervention. Collaboration exists in the phases of problem determination, goal setting, and solution in intervention, but its character changes. Little relationship is found between collaboration during each phase and the effectiveness or adoption of change.…

Brings together empirically based information on organization development careers and personal knowledge of the field to synthesize a systems model of the OD career milieu. Main OD practitioner roles are identified as internal, full-time external, and university faculty/part-time external. (Author)

Reviews current organizational development and training practices in two articles of a special section. The first compares OD philosophy with McGregor's integrative approach. The second article discusses contributions OD practice can make to theory, including modifying existing theories, addressing new problems, and exploring the internal logic of…

Political strategies and power tactics are necessary for the effective implementation of systemic change programs in organizations. Since the organization is a highly political environment, the consultant needs to develop both power bases and power strategies if he is to operate efficiently within such an environment. (Author)

A rudimentary contingency model for analyzing transactions between clients and consultants is presented. Independent variables are "healer roles" taken by consultants, influence orientation and cognitive style of clients, and type of change problem. (Author)

Organization development consultants (N=75) asked to list the 10 "most important" diagnostic questions they would want answered before accepting the contract. These were seen as a function of the change agent's organizational model and predictive of the interventions these consultants would plan. (Author)

Examines the role of the internal organizational development consultant from the consultant's viewpoint. This special section presents an article in diary form attempting to derive learnings from a consultation project and a comment on that report which includes an action model. Three data-based case studies follow. (JAC)