In planning for University Associates' organization development conference, OD '80, a Delphi study was conducted to predict trends and problems in this field for the coming decade. Included are preliminary results as well as comparative data from a group of OD practitioners. (Author)

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)

Effects of organizational development interventions depend on type of product organization is concerned with (end vs process), type of organization (input vs output), and field of forces in situations (driving vs restraining). OD results depend on accuracy of system analysis, intervening correctly, and encouraging belief of positive effects.…

T-groups methodology plays an important role as an experiential learning approach both within and outside of organizational settings. An understanding of differences and similarities between T-group training and team development is critical for communication and for intelligent decisions concerning their utility in organizational development…

Explores concerns over the direction the field of organizational behavior is developing. Karl Weick identifies approaches to theory building that are misleading. Peter Frost identifies blind spots in teaching and application. Walter Nord compares both papers. The authors offer their views on directions in which the field might move. (Author/BEF)

The nature of informal helping processes in Israeli and North American organizations are compatible, although differences are noted. Israeli managers perceive the helping interactions in their organizations to be more active and directive than their American counterparts. (Author/BEF)

This study compared high level managerial jobs in public and private sectors. Results indicate that managers in the public sector perform the same kind of activities as managers in the private sector in terms of complexity of job content and roles and in terms of job characteristics. (Author)

This approach to conflict-management training provides systematic training in coping skills. Trainees are encouraged to look at conflict from the viewpoint of management of personal reactions rather than solely from the problem-solving perspective. Suggested activities for self-examination and skills development are offered. (Author)

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…

Summarizes the open questions that must be answered by researchers if practioners of interorganizational development are to have adequate planning-and-action guidelines. Suggests the questions should help practitioners become more sensitive to potential action considerations that may require special thought and attention until a firmer knowledge…

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)

Measured the impact of a six-month organization development (OD) effort with a top management group in a large state government organization. The data demonstrated that OD in the public sector can result in mild to moderate improvement in role clarity, collaboration, and communication effectiveness among participants. (Author)

Relationships among organizational factors, personal difference variables, and job satisfaction and stress is reviewed. The relationships of job satisfaction and job stress to organizational factors are examined for a sample of minority professional personnel. These relationships are studied using the personal variables of race, type-A…

Reviews the major tenets of the groupthink hypothesis of Irving Janis, as well as the research on which it is based. Reviews previous research on group dynamics related to groupthink. Proposes guidelines for research to test the propositions of groupthink. (Author/RC)

Groups (N=62) of four members each used a multiple role-playing technique under three conditions: majority rule, unanimity rule, or no assigned decision rule. Results suggested that assignment of a majority rule has greater potential for reducing power inequalities. Discusses changes in members' self-perceived power. (Author/RC)