Explores the current organization development assessment milieu and proposes a model to help clarify assessment. Each feature of the model is defined, and characteristic problems are discussed in light of current methods and theory. Guidelines are proposed to enhance the assessability of potential change activities. (Author)

Systems Improvement Research (SIR) establishes a team composed of inside workers and outside consultants who jointly collect data and make plans for change. (Author)

A sample of 152 change agents were given 24 diagnostic questions they might ask the client organization, questions related to the change agents' cognitive styles and the tactics most likely used by the change agents to bring about organizational and/or individual change. Conclusions are compared with previous research findings. (Author)

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)

Describes the origins and developmental requirements of the Informant Panel, an inexpensive, time-efficient, retrospective method for obtaining consequently meaningful information needed to guide organizational change projects. The panel combines features of the Nominal Group and Delphi Techniques. (WAS)

Action research was done by a large midwestern utility company to learn the effects of using organization development techniques to reduce severe reorganizational stresses. The OD work included inside and outside consultation with the top executive, team-building activities, attitude surveys and survey feedback, and vertical communications…

Organizational change approaches were reviewed and analyzed in terms of the impact they have on major system variables in organizations, the type of change agent most likely to utilize each approach, and the relative affective, cognitive, and trusting behaviors required by the client system. (Author)

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.…

This paper explores two central processes that are basic to any social system's survival--adaptability and copability. They are not totally independent of one another and are complementary. Implications of these concepts and their contingent characteristics with other organizational variables are discussed. (Author)

Comprehensive organizational change was planned and implemented in a community mental health center (CMHC). The planning processes used, responses within the organization to the planned changes, and organizational lessons learned by the CMHC are presented. (Author)

This study examines a structural approach to organizational change in a university professional school. The study provides a review of the literature, presents the background of the client system, and discusses the specifics of the intervention methodology as well as the results of the project. (YRJ/Author)

Discusses the critical issue emerging in the implementation of change strategies designed to improve the effectiveness of human service delivery systems. Describes the process by which change was introduced and implemented in a human service organization. Suggestions, theoretical guidelines, and a model are provided for future interventions.…

Develops a conceptual model that describes how and why employees learn to resist planned change within an organizational setting. Planned change, when introduced by management, has the potential of blocking affected employees from satisfying their dominant need structures. Change strategies are developed for management to reduce employee…

Summarizes the applied organizational change literature on the elements/factors most often related to successful implementation of change programs and relates these findings to a prescriptive framework of changing. Strategic, manipulable, managerial change levers are discussed. (Author)

Explored the effectiveness of an intergroup development organization development (OD) intervention at different stages of an organization's life cycle through four simulated organizations. Results suggest intergroup development interventions can be effective at any life stage, but impacts will be felt in different outcome measures and perceptual…