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)

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)

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)

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.…

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…

Charts significant elements of organizational culture centering on four "dimensions of difference": a company's stock of managers, the conceptual job model managers used, significant influences on job performance, and managers' perceptions of freedom. Portrays two organizations in these terms, exploring factors that appear to have influenced their…

This model is based on considerations of formulation of political goals, a situational-power audit, identification of political targets, power tactics of the change agent and internal change unit, and monitoring of the change process. This should help increase the probability of successful change. (Author/BEF)

This paper examines 38 research studies that were conducted on various aspects of organization development (OD) technology. The studies are compared along eight dimensions. Problems associated with evaluating OD and the limited amount of OD research are discussed. It is argued that more systematic, longitudinal research on OD is needed. (Author)

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)

This article presents a practice theory for diagnosing organizations--that is, a combination of many ideas in a relatively simple framework that can be applied in various settings. It brings together organization/environment, sociotechnical, and formal/informal systems concepts, and proposes six broad categories for looking at an organization.…

Studied the implications of being involved in either the design of changes or the application of a Quality of Work Life (QWL) change for four aspects of experienced influence. Results indicated the people who experienced the most increase in influence were those who helped design the change. (Author/RC)