Available from: Comparative Administration Research Institute, Kent State University Press, Kent State University, Kent, OH 44242. (IRT)

Twenty-two decision groups in three manufacturing and three research and development organizations are studied to identify the characteristics of the environment that contribute to decision unit members experiencing uncertainty in decisionmaking. (Author)

This paper presents a model of how organizations adapt to the uncertainty in their environment by making changes in the way they structure themselves for decisionmaking. The research reported here indicates that it is not just a single change in organizational structure, but rather a shifting between a more rigid and more flexible decision…

Reports on a study made to identify the characteristics of the environment that contribute to decision unit members experiencing uncertainty in decisionmaking. Two dimensions of the environment are identified: the simple-complex -- the number of factors taken into consideration in decisionmaking, and the static-dynamic -- the degree to which these…

This paper discusses (1) the tasks of the change agent, (2) the different dimensions of choice the administrator has in specifying the change agent role, and (3) the optimally specified role. A change agent must establish a relationship with a client system, diagnose the client system, select the correct helping role, determine change objectives,…

This report presents an account and evaluation of a two-year survey-feedback problem-solving organization development (OD) project in a small city's school district. The project combined the survey-feedback technology with structural alterations in the school district and the training of internal change agents. Both planned and unplanned events…