AD-779 565

ORGANIZATIONAL DEVELOPMENT INPRACTICE

Robert E. Pownall

Army War CollegeCarlisle Barracks, Pennsylvania

12 November 1973

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the views of the Department of Defense or anyof its agencies. This document may not bereleased for open publ~ication until it has

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ABSTRACT

AUTHOR: Robert E. Pownall, LTC, MITIT'LE: Or~arizational Development In PracticeFOPMAT: EssayDATE: 12 November 19)73PAGýiS: 17

Organizational development is an effort planned, organization-wide, and managed from the top to increase organizational effective-ness and health through planned interventions in the organization's"processes" using behavioral-science knbwledge. It is an effectiveway to cope with the rapidly changing environment fUcing both theindustrial and military community today. by use of a brief historicaldevelopment of management theory coupled with the need for adaptingto change and the knowledge based on five years o' OrganizationalDevelopment practice, an approach to determiningi whether Organiz-ational Development can be used in the military is supplied. jheauthor's conclusion is that Organizational Development can and shouldbe adopted within the rirLiiary establi6hment. Some specific suggestionsare made r-garding conditions to look fol which favor a successfulOD experience and some conditions which will lead to failure.

iii

LIST OF APPENDWC!S

Appendix I sug.•sted heading List P. 25

Appendix II Conceptual basis p. 26

Appendix III Team building Agenda p. 29

Appendix IV Team Interrelationship Diagrams p. 30

Appendix V "Code of Conduct" p. 31

Appendix VI ..Some Aasumptions About The Nature AndFunction of Or-anizations P. 33

iii

ORGANIZATi'I ONAL DEVELOPINENT IIý P1LACTICEJ!

INTRODUCTION

What is Organizational Development? How has it been applied

in industry? Where and how might it be applied within the military

establishment? Before these que-tions mlay be ans~vered it is neces-

sary to review briefly the recent history of management theory, and

provide a definition of what Organizational Development (OD) con-

stitutes within. the framework or this essay. A brief discussion

of the causes for the adoption of OD by industry will be provided

together with their implications for the military environment. A

review of the specific application of OD to an induztrial uit-

uation with emphasis on the author's involvement durinC the past

five years in applying some OD concepts in a aanufacturinig facil-

ity of a major consumer goods company.will be provided. Suggestions

will be made as to why the military establishment ohould consider

utilizing OD; where it might be applied initiaily; and what is

required to be successful.

LA.IAc..Ah 1I1 Tli OLY DhVELOPi'NT

Since the early ninuteen hundreds the emphasis in manage-

ment theory has been on means to improvome "motivation" and "pro-

ductivity". Frederick V. Taylor is general conoidkored the father

of scientific management. He, together with othor .rilors such

as Frank and Lillian Gilbreth and Henry L. Gantt, stressed e ra-

tional approach to a taining improved productivity. The analyt-

ical approach applied to each job, and the subsequen1i stratifi-

cation of jobs into small highly repetitive element6, made a ma-

1l

jor contribution to industrial productivity increases* It also

created a number of problems in terms of human relations. It was

an effective but unf.eling methodology.

Following World War II the management theme became one of

"human relations". ThLu was however woatly concerned with motiva6

tion based upon increased pay and benefits. This approach did not

meet with the aucces2 oxpected. In the mid and late l150'a there

becamio an increasing interest n he theory related to man's so-

cial needs and how meeting them might lead to improved produc-

tivity and motivation. Two of the Itey contributors to these theo-

12ries were Chris Arayris and A. H. Maslow , Argyris argued that the

properties of formal organizations and the needs of the individual

worker are incongruent with nach other. iie felt there was a strong

barrier betw..en the "scient.If'c management" approach ard the needs

of the individual. He baset! part of his work on i',aslow's "hierar-

chy of needs" concept. As a iesult,he viewed the i...dividualls needs

changing from basic food, clothing, and kmhelter, on through a hier-

archy of love and affection, self-cstoem, autonomy, and self-actual-

ization.

Traditional organizations tend to frustrate the individual'Q

goalo of personal growth and indepndcrnce by ti, ht reliance on con-

trol, productivity, and sy;tunmatized authority relationships. The

sorkcýrz response to th-e 9ruptrations is seen more often today in

situatiois such aL the strikes and disruptions at the General Motors

Lordatown Plant and at various other autrmiobile manufacturing plants.

7hile Argyris sees the basilc problem for wanagers ao one of

reducing the degree of depondency, submission, and fructration ex-

2

* perienced by-tniployces by offering Job-enlargemont aud On.ployee cen-

tered leadership, Douglas M. McGregor3 presented a different approach

in 1960. In his book The . Human Side of Enterprise emphasis is placed

on his belief that management has created the incongruities between

organizational and employee goals because it has made erroneous

a3wnptione regarding the kinds of ermployuo motivations that exist.

He generalized a new set of aý;sumptiona which reflect a changing-

value base. His "Theory Y" aesuiltptions are one of the key eleivents

in developing the or,.anizational-employ e 3:elationship needed to

cope rith the iiew environment of the 1,'70's•. Theory Y is a process

of creating opportunities, releasing potvntial, removing obstacles,

encouraging growth, and providing guidance.

There have been several other authors who.-je contributions to

the re-thinldng of the role, values, and needs of individuals and

organizations have contributed to the growth snid devolo,.*ment of what

I consider OD. Appendix I .provides a suggested reading list together

with a list of some fi'lms available on the subject of OD and' the

concepts of several key authois in, this field.

ORGAFIZA'i l0IAL DMVULOIKl'.LT D, FIDhED

A4 the concepts and theoric.ýs relating to individual ant organ-

izational Growth, motivation, and p1oductivity proliforated in the

late l>O's and early 19(0's, the term "Organizational Development"

came to mean d~irf.cnt t-......C to difforent rcoplc. It vas used in

the context of many different activities such as: (1) the simple

growth of an organization from conception to maturity; (2) train-

ing experiences ranging from "management development" thr..ugh.

3

"sensitivity training"; (3) systems develol. went and research; and

(4) the consideration of human resources in an organiz~ation plus the

non-human resour~ces.4

OD, as used in this eijay is beat describad as follows;

"Organizational Develop -entl, or OD aL; it is aonietirneacalled, is a roorientation of man's thinking and behaviorto-,-ard his work orl,eanizations. It applies the scientificmethod and its underlyine values or open investigation andexperimentation to individual and Gruup bwhaviora aa theyare directed toward the solution of work problemus. It-viewsboth man and change optiv;iisti cally. It appl~ies a humanisticvalue jyatomi to work behaviors. It aouumea poople havethe eapaAlity Lad motivation to Zrowth throu h learn.-ing aiow to i;,.prove their own work clii!.at:,l work process-

teconflicts among the needs ol. the individuals, worlkgroups, and the organization, but advobaten openly con-fronting theý:e conflicts usi~ng prohllem solvinS strategies.Its goal1, are to ina):i)-ize the uti.lization o±f orlganizationrosour( se in uo vint; work 1.ro. leims through the optimum useof human. --ot _ntial. ilyman K. Randall, reprinted -Y per-mission of the author."5

"Organization development ia an effort (1) Dlnnd (2)organization-wido, and (.A mana-ed fro., the ton. to (4)increase organiLat~iona effectiveness an-eat Lhrough(5) plaiutad imitorventions in the organizat'ion's "process-eel" using behavioral-science knowilodge."1 6

TiIU ~I..: F"OR ORh A1NI ZAT'IOI'AL DEVI~Vulc i.±T

* There are two basic reasons for utilizing OD today. The emphasis

on managemenit development and chanGes in ii,;ana erial scyle are often

frustrated by the ori.anization. A 9,9 style manager won't last long

in a 9,1 style environment. The managor has the same individual

need for .ersonaJ. growth and e.,.pression asj any other human being.

The secondl, and perhaps more irnportant, reason for utilizing

OD is -to cope wxith the rapidity of change each o1,Lauz:ativui faces

today. How does this relate to ODN

"For 1-hosce concerned with or.;anizational theory and

4

with organizational development work, these are excitingand challengirin times. Pro.ably never before have the is-sues at the interface between changing organizations andmaturing men been so appaxent, so oowIploJ.ling, and of suchpotential..y critical relevance both to or anizations andto man. And to a considerable extent, the sparks at theinterface reflect differences in values Lloth within theorganization and within man--human values which are comingloose from their moorings, whooe functional relevance isbeing re-examined and tested, and which are without ques-tion in transition.Organizations themselves are faced with ferment and flux.In increasiig instances, the older bur aucratic model--with its emphasis on j±Latively ri-id structure, well do- ..fined .functional specialization, direction and control; ex- .ercised throug;h a formal hierarchy of authority, fi;redsystems of rights, duties, and procedures, and ielativeihipersonality of human relationships--is iao longer ade-quately responsive to the demands placed upon it bothfrom outside and inside the or,.!anization." 7

"It is my premise that the bureaucratic form of organiza-tion is out of joint with contemporary realities; thatnow shapes, patterns, and m.odels are ei,,erging that promisedrastic changes in the conduct of the corporation and ofmanagerial practices in gencral.." 8

The iecuring theme of chai-ging values is pclhaps the greatest

reason for any organization adopting O. Richard i3eckhard cites

chan•ge in both the environment and man aa a si nificant cause forI9developing positive strategies in OD. 9 Warren C. Bennis states that"Organizational Development is necessary uhonover our social insti-

tutions corpete for survival under conditions of chronic chaige, 1

The military environment hao also reflected some awareness and

concern over changing vales. "If the military establishment is to

remain viable in this era of social change, management at all levels

must completely understand this new generation of Americans...and

the modern concepts, values, and attitudes which motivates them."'I"... Today'Q suldiar is conceined with what is taLing place now....

j.oday s a ,ug ,soleO. r £celz that any ,ý-r.on in authority must have

proper credentials...Individuality is the key.

5

"In the conto:{t of major change, often the methods of oper-ation that proved etfective with paat problems becomesobsolete. The military organization in the past reliedheavily on tradition, standard operating procedures, andclear lines of hierarchical authority for effective func-tioning .... Recognition of inconsistancies between presentpractice and pr sent need is stituiLatine a good deal ofself eyaiiination awong more progfesive Air Force loaders."

13"Two broad characteristics are prodicted for ort.;anizationein the nexct twenty years. First, eo,:.1ting org;anizationswill become more informal in thkir structure a6 they findtraditional patterns unresponsive. Along with flexibility,the second characteristic kill be diversity. Ao a I:jr'w-...ing portion of our •eople can affoid nonsubsiatance act-ivities, miore and more activities anid or£anizations will-e generated." 14

"... The functions of maniagement in both the private andpublic oectors are the same. The eaiene6: cannot be foundon the level of profitability. It is the basic foundationand rational for management that all organizations havein common. This overriding core of manac•ement is the cre-ation of an atmosphere or environment wheien.)y a designatedgroup can carry out thorpe functions necessary to accom-pli:•h stated goals." 15

Although thc•zre is a growing awareness in both the industrial

and military community that, adapting to change rapidly and effec-

tively is Qssential, not everyone agrees. Change always rosults in

resistance by some people. One military view towards change is

expressed in the position thet "leadership" or "commandership" will

meet the challaj,,ge LVVC Robert Leider slated a not untypical view

ii his article "!'ust Tho Professionals Step Aside A&ain7 ,16 In the

OD area it is po.-;sible to find oxauiples of failure. Ther'e is no •

single way to cope with change. I believe, based on five years of

successful experience, that tho concepts of OD delii.iated .n this

essay and the suggusLed readings will offer to the military ostab-

lishment some viable approaches to improved utilization of ourlix.it ed . rosurces.

S..... . •1! | m m . u - = i ll li . .6

OrEGANIZATIOIAL DEVELOPMENT IN ACTION

Although this section dill primarily relate the author's experi-

ence in the development wid application of DD in a specific indue-

trial plant, there are several excellent articles available to show

what other companies have done. Two in particular ,re worth reading:

"How Texas instruments Turns Its People On" 1 7 and "The P'lanit That.

Runs On Individual Initiative"

Before reviewing how my company became involved in an 0D effort,

it seems appropriate to attempt to put to rest a major misconceptLon

about OD as a manag~erial style or strategy. OD, as the term is uied

in this escay, is not "soft management"; it is a" a "counjtry cD.ub

style" of rianagement; and above all it is U abdication of mana*:e-

mont. It is a tough style of management which requires the partioi-

pants to dwvelop good inturperLonal relationships, trust, openness,.

candor, and the willingness on confront problems directly.

OD has tended to be evolutionary rather than revolutionary in

my company. Much of our manufacturing management sLarted reading

about subjects such as job design, nLw management styles, motivation

and productivity in the carly 196O's. 'ihe general sta begy was for

"both the Industrial Engineering Division and Indusa.rial Relations

Division to provide su,,,estcd readings to the PlantManager, Personnel

INianaGer, and/or industrial Engineer at each plant. As intereuL ,grew,

the information ajid training opportunities were provided to other

managers within .ach plant. By the mid 1960's most of our managers

were familiar with Theory X - Theory Y, the hierarchy Of hoods, etc.

19 20from reading books by Saul Gellerman9, Douglas •,cGregor"0, and

21Chris ArgrisB . T~ii was followed by confýrence attendance at

7?

company conducted and outside organizations such as i,;IT and UCLA.

Several hundred of our managers had attended w,ek lone Managerial

Grid, Phase I training based on the work of Blake and Mouton2.

In 1967 a new maicagement team was a;ýsembled to desi-vn, build,

and operate a now const'.ar products manufacturing facility. This

plandt was to combine the traditional corporate objectives of low

cost, hi;h quality, and customer service with the concepts of Theory

Y, Job enrichmient, aid the integration of individual and organizae-

tional goals, The task has not bLen easy nor io it easy to rut into

words what has been accomplishbed.

The author was one of six managers who consituti.d the team in

var'ly 1968 that -,aa to develop a strateuy to implement the charter

we had from the company. It w&s not easy. Although all of us had

the trainizig and background inforwation, we didn't Inow each other

nor did we have a good idea of how to approach the problem. Jo did

generally agree that OD oi'fered an excellent opportunity to I.tter

utilize our resources, and to achieve the iiitziýi.Lon of personal

23and corporatc goals. jo felt a need for change in many areas:

managerial strategy; structure and roles; inter•roup collaboration;

open communications; approaches to motivation; and the creat ion of a

climate different ,rom our traditional plants.24 Appendix II lists

our basic concepts althoulh this is a ref.nod veriion pierpaed in

1971. Our early concept was not as elaborate. It said eQi;cntially,(l)

we want to do what is ridht for the indiviual and the company, (2)

we :ant to create a clirmAte that will encouira;e uvoryono to develop

t• his full potential.

8

The i•mplementation ot OD requires, as definod earlier, planning,

organization vride effort, and top management support. All of this

was present in ou.- effort to apply OD. Although I will discuss

activities such as team building, organizational structure, and

job design, it is i,-,portant to keep t,,,io factoro iii mind as you read

on: (1) although discussed saquential, these activities are s rongly

inter-retaLed and must -e worked together; and (2) the real key to

..OD-suceees is not activities but attitude wvhich will create and

maintain the requilred climate within the organization. Climate or

atmosphere is difficult to Odefire but ýdthout the feeiing by the

people ithin the orý,anization that openness, honesty, candor, and

interpersonal fLedback arc acceptable mea:ins of behavior, the OD

effort will be unsuccessful. You don't get a good climate with

talk, only with positive actions by evoryone at every level. We

based our considerations of structure, jo'; design, and other areas

on a socio-technical system concept. 25 As a result ,e were concerned

with both internal and e•:ternal forces on our organization.

Our early e 7forts focused upon team ouilding since although the

sui managcrs were committed to OD, it meant differeut things to each

of us. .Ve had to work out our interpersonal relationships, develop

openness and tru-t, and feel free to provide feedback with candor.

This brings up a key point. To get started in OD it is extremely

desirable ýo hire an outside consultant to help you get started in

the most effective manner. An outside consultant can point out inter-

personal conllicts that are teiing avoided and thus are interLering

with probiem rolving. We used several ov.r the five years. As we

developed our own process skills we foul~d less need for the consult-

S~9

ant. With their help we developed the ability in our team to work

together more effectively. 4hat we learned by trial and error is now

covered well i y .Varren Lennie 2 6 and Richard Beckhard 2 7 .

Our teaxL building action model involved a litsting of prublems

seen by each of us and diicuss-d with the consultant; the feeding

back of this data during a two day off site meeting with the

consultant; and the forced confrontation of interpersonal problems

with the consultait'li help. The confrontation area was one part

misning from the OD literature at the time we started. It is critical

to auccesuful OD application. "There is no ro l growth-there is no

real dev-lopment-in the organization or in the individual within it

if they do not confront and deal directly with their problems." 28

It is difficult. Without a foundation having been built of trust,

you feel alone as you take a risk to tell your boss he is wrong. It

does work and it is only effective if you work at it all the time

in a positive manner.

Following our team building efforts, we felt so strongly about

the need for developing those relationships throughout the organi-

zation that we devoted a full week to tesn building activities for

the nw people we hired. An outline of topics is included in.Appendix

III. de use a two day seminar with greater stress on interpersonal

relationships, the need for authentic relationships baued on caring

and communicating, and effective feedback. This is possible now

because of several years xposure 6y our people to the proper climate

plus the increased in-house OD skills in process conujtýition. "To

be that which one (an individual or group) truely is--to be auth-

entic--is a central value to us. Honesty, directnoss, congruence, if

10

widely practiced, create an organizational atmosphere in which ener-

gius get focused on real problems rather than game playing...."Our orj~anizational structure and the job deuitgn for our employ-

ees are intertwined. To provide opportunities for individual growth

and a challanging job wc eliminated one level of zanagetaent. This

allowed more of the planning and controlling functions to be passed

to our employijee. a'xce,.t for the Plant Manager, Personnel manager.,

and Accounting Nianager.and their clerical staff, everyone was related,

to one of the operating modluos. Unlike the traditioi•al plant, the

major staff function wore included within ;Iiodular respoonsibilities.

W.Vith this we saw four teanic ex.ii ting: (1) the total plant team of

management, clerical, and technicians, (2) the Plant ianager's team

of himself, the Personzel 1,1anaijer, AccountinCg tanager, and the

two modular Operations Managers, and (3) the two modular teamse.

This was too simple a view and did not take into account the fact

that a team is r ally the relevent people t solve a problem. As

a rt.sult we have a great many teams in a matrix type of organization.

Appendix IV shows the major teams and their overlapping relationships.

The teams are represented by circles to indicate thoir fully rounded

responsibilities. They interact with each other. T,.ains blend both

verticaLly and horizontally. Individuals within teams will act as

boundry mana::ors within or outside the plant to interface with the

appropriate people. This conceptually fits with our job design which

requires total responsibility by the individual for planning and

controlling, as well as doing types of action. It is not a unique

concept. It has a relat~.oi;hip to Likert's "linking-pin" concept. 3 0

It is also consistant with the views of Lawrence-Lorsch regarding

the basic definition of ani oreanization, the interdependency of its

31parts, and its morphogenic properties., The teams continue to changoe

and grow to meet the chsaq;ing environment both inside and outside

the plant. A teaji needs to be able to cope %,rth three interfaces.

(1) organization-environment; (2) group to -roup; and (3) individ-

ual to organizations 2 Dealing with the process is critical to

sucess. We are not always successful but we have been able to develop

internal process consultants in both management and technician

personnel who have the ability to sense where we are failing to be

authentic in our relationships or to confront interpersonal problems.

Edgar 11. Shein provides some e:.collent insights into what role

process consultation plays in OD. 3

Broad job design was a key concept in formulating our plans.

To permit broad job deaign we were able to design out many jots

which, in traditional plants offer little or no opportunity for

peisonal growth. This can't be done everywhere. The key is to recog-

nize this type of job and try to match people to the job. We found

that some people do not like added rosponsibility nor do they want -

to have an opportunity for planninj or control of their work. This

is important to recognize because as was stated earlier, OD is not

a cure-all for organizational problems. xhe concepts used must

fit the organization. Some guides to deciding if OD is for your

organization will be covered laier.

For those jobs which are available we have attempted to provide

through our pay structure and environment both the opportunity and

incentive for the individual to reach out for added responsibility.

This concept was influenced greatly by the writtings and talks by

12

It is also consistant with the views of Lawrence-Lorsch regarding

the basic definition of sal organization, the interdependency of its

parts, and its morphogenic properties. 3 1 The teams continue to chaige

and grow to meet the chauioing environment both inside and outside

the plant. A toa, needs to be able to cope with three interfaces:

(1) organization-environmiflt; (2) group to Croup; and (3) individ-

ual to organization. 3 2 Dealing with the process is critical to

sucess. We are not always successful but we have been able to develop

internal process consultants in both management and technician

personnel who have the ability to sense where we are failing to be

authentic in our relationships or to confront interporsonal problems.

Edgar tI. Shein provides some e: cellent insights into what role

process consultation plays in OD.33

Broad job design was a key concept in formulating our plans.

To permit broad job design we were able to design out many jots

which, in traditional plants offer little or no 'opportunity for

personal growth. This can't be done everywhere. The key is to recog-

nize this type of job and try to match people to the Job. We found

that some people do not like added responsibility nor do they want

to have an opportunity for plannin,_ or control of their work. This

is important to recognize because as was stated earlier, OD is not

a cure-all for ort:anizational problems. -rhe concepts used must

fit the organization. Some guides to deciding if OD is for your

organization will be covered laLer.

For those jobs which are available we have attempted to provide

through our pay structure and environment both the opportunity and

incentive for the individual to reach out for added responsibility.

l.his concept was influenced greatly by the writtings and talks by

12

Dr. M. Scott Veyers of *iexas Instruments, One of our early reading

on job design and motivation was Dr. Meyers' "Who Are Your Motivated

Workers?3 4 "We also had an opportunity to discuss with him material

from "Every Employee A Manager ,*35 Our experience strongly supports

in conclusions. Our employees have substantial ownership in the

operation of the plant. The talk in the break area is nearly always

related to plant problems: obtaining raw materials, working with the

Engineering Division to get help on thi project, etc. There are

problems. In some cases poor t.,aining or commiunications by manage-

ment has failed to 6et the iiidividual to effectively do the total

job rather than just what is fun for him. Overall our Job design,

organizational structure, team organization, and climate have

resulted in superior results for the company and the individual.

The development of trust, opennosa, candor, and good inter-

personal relationships is a time consuizing process. Do not start

with OD unless you are will to keep at it full time for years. We

are still learning and growing after five hard years. We have been

open with our people to a greater degree than any where else in our

company. Our technicians are aware of unit expenses for our brands;

they help prepare parts of the plant budget; they have been invol-

ved in establishing production targets in terms of both cases and

line efficiencies; and they have b(en involved in deciding the

best way to operate including crew size, number of shifts, and

overtime needed. The key to our succesful attainment of corporate

goals of low cost, high quality, and customer service has been to

involve the approprinto people in decision makting based on their

having the relevent facts. Those people who can contribute compose

the decision team.

13

I had mentioned earlier that our design is biased on a eocio-

technical systems approach. Our work was based upon the understanding

of systems design and analysis as presented by Eric Trist36 and

F. X. Emory.37 From this open system concept we became more aware

of the environment around us as a plant and the need to both recog-

nize and cope with :it. The plant as an enterprise both affects and

is affected by its external environment.3 8 Because of this inter-

action th-re is a need to manage the boundries or interface points.

This was especially clear to-e as we put into operation ooncepts 6f

organization and responsibility that were not accepted at that time

"by corporate staff divisions. Without the strong boutdry manager

present in our Division Manager it is possible that our attsnmpt to

apply UD would have been much Jess successful.

One final comment related to our organization. One of its

strengths is the valua eystem that has developed oreanically by

members of the plant through the dynamics of group process. Members

of the orGanization continue to place a high value on the character

of their interpersonal relationships and continue to develop them

in task group sessions. Iorms developod in these sessions have

become a "code of conduct" for the plant. Some of theise norms are

listed in Appendix. V.

I believe what we have d,;no is applicable within any organ-

ization. The specific a proaches and techniques All charge depend-

ing upon the situation. My company has ;uccussfully applied these

same concepts ut in a UiCfferent degree to some of our traditional

plants. It is slower aecause of the need to overcome yvars of

tradition and a lack of candor that exints, b~ut it can be done.

14

-

0FCGANIZATI0I�AL DEVIi�LQP�IE1�T AND TUE �IILI'1'A1�Y ENVIF(OI4MEI'IT

My basic premise is that the O� concepts discussed in this

essay are applicable to the military *nvironr�ient. An noted carlier

some segments of the military estab2.ishment have already recog-

A nized the need to adapt to changing conditions. The moat logicalarea of application lies in major headquarters and commandS Withhon-combat robE. Based on theAnnual Defense Department I�eport,

FY 1974, over half the projected manpower at the o�d of FY 1974

would fall into tho non-combat area?9 The military problem of

coping with change and complexity, on a unit or command basis, is

not significantly different from that of many large companies. For

example, compare your siti..ation to the followings

��*,.current1y eT�1ploY8 about 13,300 persons....It is anorv that is highly interdependent. We have amatrix organization: there are project offices and func-�ional areas of technical capabilities.... A project off-ice, to porforni its task, must call upon capabilitiesand people throughout the organi�ation....No one can

really get his job done iii this kind of a system with-F out working with others. As a result, problems of rela-tionships, of communication, of people being effectivelyable to problem solve with one another are oxtremely

critical." 40if This organi.zation is one of the leaders in the ficid of practicalOD application on a large scale.

You must start by analyzing your own organization to see whatI"teams" exist within the total orranization. A second analysis is

needed to review the or1 ;anization "processes" Buch as decision-Imaking process, conihunication patterns and styles, relationships

between interfacing gro"�s, conflict management, and goal settingto mention just a Uew.41 Appendix VI lists some assumptions about

the nature and functioning of organizations that will be usoful

15

in making your analysis. Based on the data*bllected you must

then ask yourself several key questions about your organization to

determine if it is ready to move into OD or If additional prepara&-

tion is needed. One goal the organization must adopt to be suocess-

ful is to learn a*:'. OD change. Unless this goal is timely, economical

and fits the organizations needs, the OD effort will fail. Another

question which must be answered relates to the climate and values in

the organization. As has been noted earlier, OD has a set of values.

If the two sets of values are too far apart OD cannot be applied.

Two other questions relate to each other: (1) have the key people be-

come involved in the early planning and (2) has adequate preparation

been mde by exposing key people to the OD:.ooncepts to get.their

reactions. OD requires top management support and long term commit-

ment. Top management doesn't have to be the Commanding Ueneral but

it does have to be a person who has the stature to act effectively

as a boundry man, 6er with higher and adjaceit organizations that may

not wish to change too, .42

Assuming you find the conditions right to move into OD, what

ki.nd of goals or objectives might be right to work towards. This will

depind on the organization, but some goals )night be:

"1. To develop a self-renevdng,vibj system Lhat can org-anize in a variety of ways depen-ing on tasks....3. Tomove toward high collaboration and 1ow com•etition betweeninterdependent units.... 4. To create conditions whereconflict is brou;ht out and managed.... J. To reach thepoint where decisions are mae on the oasis 6f informationsource rather than organizational role." 43

Again, it is essential to sLress that the key people in the oiganize-

tion see a need for organizational change and that they are will-

ing to comr,.it to the long term effort required to succeed.

16.

There is no single solution to coping with change. There are

some basic guides as to what can cause your efforts to f&il:

"1. A continted discrepancy betodeon top management state-ments of value and styles and their actual behavior....2.A big program of activities without any solid base ofchange goals....3. Confusion of ends and means....4. Shorttime frame....5. Do connection bet-ween Lehavioral-science-oriented change efforts and management-services/operations-research-oriented change efforts...6. Overdependence onoutaide help....?. Overdependence on inside specialists.... 8. A large gap between the change effort at the top ofthe or2anization and efforts in the iddle of the organ-ization....9. Trying to fit a miajor organiztion changeeffort into an old structure....lO. Confusing "good rel-ationships" as an jIg with good relationships as a con

4H...11. The search for "cookbook" solutions....12.Applying an intervention or strategy inapproriately...0"44

There are also a number of reasons why an OD effort can be

*ucessful1as.it is in my company. There is a recognized need for

change. Someone in the organization in willing to make the diagnois•.

There is strong leadership by key people. There is a willingness

to take risks in trying new relationships. The expectation (.xists

that the chazge must be planned and results will be a long time in

coming but progress will be made. There is a villingness to accept

the feedback and other communications in the climate being built

and act appropriately on the data. The system rewarde people for

the effort of changing and improving.45'

At least one seaement of the military has reco,,nized the need:

"Preparing for change and assisting in the search fororganizational self-renewal are key responsibilities ofevery ,ember of the Air Force. New concepts of organiza-tional design, itew techniqu s for organi;zational ana~ysis,and new methods for the development of ladership skillsprovide potentials that were not previously available. It isbecoming clear that conflict between needs for personal.•elf-r.alization and the need for organizational peifor-mance and flexibiýlity is unnecesuary."46

17LTC MI

FOOTNOTE~S

1. Chris Argyrial Personality anid Orgaiiization.

2. A. H. Naelow, klotivatiori and Personality.

3. Dou~las 1NaGregor, The Human Side of Enterprise.

4. Leslie E. This, Organuizational Development: Fatitasy OrReality, pp. 6-10.

5.Warren H. Schmidt (ed.)p Organiz-Ational ggonti~ra' andHumsig'V*luo , P , 2

6. Richard Beckhard, Orgranizatjozial -Deve-logment: strateg~ies %d,No~ol, p.6.

7.Robert Tannenbaum~ and Sheldon A. Davis, ValuoA. M~an ailOrganiiatio" pp. 1-2.

6. Warren ijennispet-al., The PlanninF of chga~e, p..570.

9. Richard Beckhard, pp. 5-6.

10. Warren G. Benni, 0 ranizat. ongi1 Develomenta Its NaturetOlg~ina, and Prospei, p. 1.

11. Paul J. Giddons, CAPT, "Military Mauagement In A Decade ofChange" The Review, Nay-June 1l)709 P. 07.

12, Albert F. 'Ledebuhr, COL., "A N,%.w Look At The Ultimat.eWu~apon, Army, v.-ovember 1971, PP. 21-2Ž5.

13. David C. Korten, "Now Directions For Air Force Leade-r~hip"lAir Univor~ity Review, November-December 1970, P. GO.

14. "Man And The 199O'i~nvironmeut",l ArmY, May 1971, P. 34.

15@ Thomas 6chwartzg MAJOR "Management-Creeatirg T&he Environment",Defense Management Journal, April 1972t pp. 21-22.

16, R~obert Leider, LTC, "1Nust The Professioxials Step AsideAgain?", Army, Juiie 1972, PP. 40-45.

17. "How Texas Inatrunients T'urnis Its People On.",9 Busineas Week,September 299 1973, p.@ 80-9uo

18. "The Plant ihat Runs On Individual Initiative", ManagementReview, July 1972, pp. 20-25.

19. Saul W, Gel1Eorman, motivation andProductivity,,

20. Douglas McGregor

21. Chris Argyris, Undorstanding Organizational Beha-vior

18

FOOTNOTES

22. Robert E. Blak~e and Jane S. Mouton, T2hg M'anAgeriall Grid

23. Richard kbeckhard, P. 3.24. J~e PP. 16-19.

2,,.. F. E, Emery, Characterist Lcs Of Socio-Techn cal Systeims.

26., Bennis

27. Bsokhard

.28. Shelodon Davis "An Organic Problem Solving Method OfOrganizat .iona). Change",i Journal of Applied B~ehavioral Science,Vol. 3, No. Is 1967,p.5

29. Robert Tannenbaum and Sheldoni A. Davi's, p. 12.

30. Ronnie Liixertt The Human Orggaizat~on.. Its Lanagmg~nt Andl

31. Paul R, Lawrence and Jay W. Lolieoh, IDeveloping Origan;Lzationzi:Digglosis and Action, pp. 10-17.

32. JW. pp. 23-83.

33. Edgar R. Sohien, Procesa Col-eutation: Ito Role III Oxgan-I atignal Developliont.

34. M. Scott Meyers, "Who Are Your 1,1otivated Workers?"$ HarvardBusiness R~eviews Jaziuary-February 1964t PP. 73-88,

35, M. Scott Meyers, "Every Employee A FManager",l CaliforniaManagement Re~view, spring 1968, pp. 9-20.

36. Eric L. Trist and 11. Murray, Work Organization at the CoalPacg: A Comparative 3tud of M.inin S ste 8.l

37. F. B. LmorY, Characteristics of Socio-Techinical Systoms

38. Ibid., P. 3.

39. Elliot L. Richardson, Annual Dofense Depairtment Repoprt ZY1974, pp. 95 and 122.

40. Davis, P. 8.

41. Deckhard, p. 2~6.

IjZ. Bennis, pp. 4.6-47

19

..FOTNOTtS

43. Beckhard, PP. 14-15.

44. Beckhard, pp. 93-96.

45. Beckhard, pp. 96-97

20

6ELECTED I3LIUOGhAIkHY

1. Argyris, Chris. IPersonality awd urganization. New York: Harperand Row, 1957.

2. Argyris, Chris. Undorutandingg Organizational Behavior. Homewood,Illinois: Dorsey, 1960.

3. Argyris, Chris. Interpert;onal Compotonco and Org~anizationalZffectivenes. * Homewood, Illinois: Irwin-Dorsey, 1962.

4. Argyris, Uhris. Integrating TIe Individual And The Orgsmizatlon.New York: Wiley, 1964.

5. Beckhard, Richard, Organi~ational Develoyment; 4trategles andj4j, Reading, Naseachusette$ Addison-.eaeley, 19L9.

6. Bennis, Warren. Changing Organizatigna. New York: FicGraw-Ilil, 1966

7. Bennis, Warren. Urxaniational Development:. Its NaLuE*j Cifinf.4and Prousnecto. Re:iding, Massachusetts: Addison-'ealey, 1969.

8. Bennis, darren, Kenneth Benne, and Robert Chin. The Plannini, OfChange. New York: Holt, Rinehart, & Winston, 1969.

9. Blake, Robert R. and Jane S. Mouton. Theo ManaperLal Grid.Houston: Gulf, 1964.

10. Blake, Robert R., H. A. Shepard, and J. S. Mouton. lingInter-Group Conflict In Industry. Houuton: Gulf, 1i64. "

11. Davis, James R., et al."Social Change: A Necessary Variable iiiArmy Plannintg." Army,Vol. 21, May 1971, pp. 32-35.

12. Davis, 6heldon."An Organic Problem Solvring %iothod Of Organization-al Changeo." Journal of Applied -ehavioral Science, Vol. 3,No.l, 196?.

(An excellent presentation on OD applied to £H.V Systoms withspecial emphasis on the use of confrontation.)

13. Lmory, Y. E. Characteristics of Soogo-'±uchnical Sys.terns. London:Travistock Inatitute of Human Relations, 1959.

14. Gellerman, Saul W. IlotivatLon And Productivity. New York: AU.ericanManagement Association, 1963.

(An excolloit introduction to the subject with a *wido rangeof articles.)

15. Gellerman, Saul W. 14anagoemeft i3 Motivation, Ei:w York; AvericanMaha ,oment Aiocation, 1)68.

21

16. Giddens, Paul J. CPT. "Military Management In A Decade Of Change."The Review, Vol. 49,May-June 1970, .pp. 42-115.

17. Herzberg, Fredorick. TVork And The Nature Of kIan. Cloveland:World, lv(8.

19. Hoefling, John A. GOL. "Leadurship--There I No 'Right' Way."Army, Vol. 20, July 1970, pp. 31-38.

e-0. Hoefling, John A. HG. "Leadership In The Volunteer Army." Army,Vol. 21, Au6ust 1971, pp. 38-42.

S.21. "H1ow Texas Instruments Turns Its Peor.le On." Business Week, 29September 1973, PP. .8-90.

22. Korten, David C. "New Directions For Air Force Leadership--Design For Org:anizational Renewal." Air University heview,Vol. 22 November-Decewber 1970, _.p. 59-68.

(Coveru the ruasons why the military must look towards woreinovative ways to cope with change. Provides good specificillustrations of C.D applied to the Air Force.)

23. Lawrence, Paul R. aiid Jay W. Loroch. Develgo~ing- Or anizations:1Diagnosis and Action. 'Reading, Massachusettb, Addison-

";Vesley, 1969.

24. Leavitt, Harold. Lianap:erial Psychology. 3rd ed. Chicago: Universityof Chicago Press, 1972.

25. Leavitt, Harold, Eilliam 1. Dill, and Henry b. Eyering. 'iheOriganizationald ,orld. New iork: Harcourt Brace Jovanovich,1973.

26. Ledebuhr, Alhert F. COL, "A New Look At The 'Ultimate Weapon'( A Young Soldier)." *Srmy, .Vol, 21, November 1971, pp. 22-25.

27. Leider, Lobert. LTC. "IMust The Professionals ztep Aside A. ain?"Arm, y, Vol. 22, June 1972, ,p. 40 - 45.

4L. Likert, Iensis. The HUpian Or;:anization. Its i=anaP:ement AndValue. yew York: licUraw-Hill, 19u7.

2V. Likert, Lensis. .!w Patterns Of i.•anarement. New York: ,,c2raw-

30. h:;cGregor, Douglas. The Professional 1i.ana:cr, Now ;ork: 1,cGraw-lill, 1907.

31. .. curegor, Douglas. Leadership And iotivation. Caimbridg,ý,Maýsachusotts, 2U1 Press, 19,6.

22

325. 1lic~regor, Douglas. Tihe- Huaman Side 01 Enterprise., New York3McGraw-hill, 1960.

(A classic In the field. Must be x'uad to 1,aiii an ulnderstand-of the concept of Theory X-Th~ory Y.)

33. "Man and The lY),O Environmnent." Army Vol. 21, May 1971, P. .3i1-

.34. 1Waslow, A. it. molainAidProaiy Now York: Harper and

35. Maslow, A. 11. Eup--sychian N"anairement. Homnewood, Illinois: Irwin,1965a

36. Nieyeraq i'i. Scott. "Every Employee A Mana~er-.1 California Nanage-ment Review, Spring 1968, pp. 9-20.

(A detailad diocussion of job enrichme~nt of the type usedby Texas Instruments. Helps cla it'y what con-6titutesmoaniinful work and how to onrich work.)

N5. Nieyerts, M. Scott. "Who Are Your Motivated Workers'," harvardBusiness lieview, January-February 2.9)-6i pp. 73-CS8.

(Details what tmotivates employuce to work ot'Vectively;whatdissatiufies workers; anid when work~rs become dissatý 9ijufied.)

358. "The Plant That Runs On Individual Initiative." ManaGementReview, July 1972, pp. 20-25.

(An iinteresting example of a sinall plant desiened to applyOD concepts.)

359. Patrone, F~. *A. LTC. 11i2ffective 6tyles 0Of Nanagement-." DefenseManagemeunt Journal., Vol. 7, Fa7ll 1971, PP. 46-10-.

40. Richardson, Elliot L. Posture Statement Presented T1o The 9Ž4Uonix-resp. ~2d ý-essiun. 1973. WNa-hirxgton: US.Deparl~nient ofDefense, 10 April 1973.

41. Schmidt, # Varron Hi. (od.) . Or~ranizational F'rontiers and human

Vallues._ Delmont, Cdalifornia: IdadsiworLh, 1971.42. Schion, Edg2ar h. Procoss Consultation; Its Role In Or anizational

Developments* Reading, 1,iaosachusetta, Addi&;on-,iesloy, 1969.

(A key book on the subject. This irs av essential part ofan efL'oct.ive OD ..fiort.)

11.3. SchaiarLz, ihoir~ass. 1IAJ. "Nlanannoniiait-CrtýatingL tho Environment."Defonse Nancigemuijt Journal, 'ol. 83, April 1)712, pp. 21-22.

23

44. Tannenbaum, Robert and Sheldon Davis. Values. van. And Oriar-Ization_ . Paper presented at McGregor Conference on Oreani-.zational DeVelopment sponsered by Organizational StudiesGroup, Alfr6d P. Sloan School of Managoment, ý... I. T.,12-14 October 1967.

(An lw! ortant discussion of trends and why OD is imp.ortant.)

45. This, Leklie. Orrsanizational Devwlotmient: Fantasy or R :ality?Washington: Society -'or Pe sonnel Administration, 3upervisorBooklet 14o. 7, undated.

46. Trist, Eric. and 11. Murray. Work Orianization At The Coal Face.London: Travistock Institute of Human Relations, 1i58.

24

APPENDIX I

Introductory Niaterial

1. Warren G. Bennis, Kenneth D. Bennet and Robert Chin, TPlanning of Change.

2. Saul W. Gellernianj Motivation and Productivity.

3. i'.. Scott heyers, "Who are Your Motivated Workel's?", lHarvard

Business heview, January-February 1964, pp. 73-88.

4. i1. Scott Meyers, "Every Employee A Manager", CaliforniaManagement Eeview, Spring 196$, pp. 9-20.

5. Robert P. Blake and Jaae S. Mouton, The Managerial Cr1d

6. The Gellerman ,otivation and Productivity F.ilm Series fromBNA, Rockville, Maryland, ospecially:

a. Understanding Motivation with Dr. Gelleruianb. human Nature And Organizational Realities with Dr. Argyriea. Motivation Thkough Job ELwrichment with.Dr. Hefzberg

7. The Effective Executive Film Serite by Peter Drucker fromi•NA. espeuially:

a. What Can I Contribute?b. Staffing For Strength

Advanced Iat erial

1. Warren Bennise Organizational Developmient: Its Natur.Origdins, and Pios~ects.

2. Richard ýýeckhard, Organizational Develo .rent: Strategiý.eand liodels.

3. Paul R. Lawrence and Jay W0. 1.1orsch, Developing Orianizations:Diaxnos±2 and Action.

4. Edgar H. Sch.; en, Process Consultation, ItL iole.a Orvan-Izational Development.

5. Varren Schmidt, Ori*anizational Frontiers and livr.an Values.

6. F. E. Emory, Characteristics of Socio-Technic.l Lystems.

25

APPENDIX II

CONCEPTUAL LASI6

Our plant is one among many in the Manufacturing Division of our

Company. Before preceeding to the concepts used here, it is necessary

to understand the broad Manufacturing Division functionsobjectives,

and performaice measurements, The following statement would apply

to all manufacturing plants.

1. ManufacturLn' DivisloA Function

Manufacture and ship Company finished products to customers.

2. Manufaoturing Division Objective

Accomplish the stated function within desi,,:nated qualifications

in such a manner as to maý.imize the continuin:, long turm profit-

ability of the Company.

3. Evaluation of Division Pert'ormance

Measure the specific achievements toward attainment of the

stated objeŽctive.

There are two classes of concepts at our plant. First are those of

a general nature that would tend to be used over a loig period of

time as guides to plant actions. The second group of concepts are

more specific in. nature and represent today's interpretation of the

general concepts. Over time, this group of concepts could change

with some being dropped, added, or modified.

The two general concepts ajplicable to our plant are:

1. Create a culture in which tuere are no artificial barriers which

could prevent any individual from makinLg his maximum contribu-

tion towards achieving the objective of the enterprise.

a6

SI '

2. Provide an atmosphere in which each individual is proper-

ly trained, motivated, and rewarded to attain maximum success

in achieve the objective of the enterprise.

The more specific concepts felt to be applicable in today's situ-

ation ares

1. Broad, fle.:ible job design, without restrictive job titles

or job boundries, should be used.

2. ,iaximum flexibility should be used in accomplishing tasks

and solving problems. This does not mean that "everyone is

to be able to do everything". T*2am members should learn to

do those jobs for which aptitude and interest exist.

3. Team orientation should be towards the total operation

rathvr than individual jobs.a.) The effectiveness of the team effort is greater than the

sum of individual efforLs.

b.) Team membership for proelem solving must be carefully

defined. (Mombers without input or a stake in the so].-

ution should not ue involved in most cases.)

4. Mutual trust is a building block of work effectiveness.

5. tygiene factors must ,e satisfied on a continuiig basis in

such areas as pay, employee benefits, work rules, and facils

ities.

6. Solving problems and establishine relationships should be

accomplished through an open exchange of thoughts and feel-

inis, aimed at satisfying both individual alid Company needs.

7. A dynamic orianization is mainitained by encouraging ex-

posure to er"vironment that ercourages chai ixe and provides

27

froedom to revpond to these signals.

8. Mature people are proactive in assuming increauing reapon-

sibility, given appropriate training, input, and freedom.

9. Decisions are best made close to the source of input, im-

plementation,, effect, and accountability.

10. Teams gain unity and direction in a large part through goals

in which they have participated in setting.

11. Long term organizational health needs niust be considered in'

situations where short term production ,oals threaten to

become over-riding.

4I

2 81

APPENDIX III

TL,'Ai BUILDING AGENDA

A Model of OrUanizations

Team Critique Checklist

setting Goals

Analsi•ig Problems in Teams

Team Building and Shared Leadership iTalking and Listening

The Johari Window jGiving Interpersonal 2sedback

Organization and Individual Needs

The N•ew Truck Dilemma (UNA Film) )

Job Enrichment Questior.aire

Growth-Key To Effective Jobs

Getting Performance In Organizations

29

APPENDIX IV

The circles below represent teams and their interaction. Module A

has a one shift operation with making, packing, and shipping teams.

Module B has a three shift operation with making, packing, and ship-

teams on each shift. These shifts are considered teams as well as

the three teams within each shift. There is also an ixiterlationship

across shifts in hodule B based on technology, i.e. making, packing,

and shipping.

PlantManager

Team

/ •. K ..

I.IODULE A . MODULE "

\/' ( M ,KG PKG S I

, ,/K PKG SHIP"

"Total Plant Team

invironment30

APPFNDIX V

"Gods of Gonduct"

1. Each individual is expected to invest his porsonal abilities in

a way which provides maximum benefit to the toasm.

2. Any individual haw the right to work throuGh (confront/support)

issues whenever he feels the code of conduct haw been violated.

3. Each person has a right to learn and grow at his own rate, and

this is respeutd provided that he (she) demonstrates a eon-

tinuing effort towards j.rowth.,

4. There is a common basio of trust and respect for others.

•. It is alright to extend onesl abilities to accomplish something,

because help and support can be expected from other members of

the team.

1. The team operates on the basis of full and free communication of

information relevant to the production of the brand.

2. The atmosphere of team meetings permits and values emotional

expression aw well as task-oriented problem solving.

3. Team decisions normally follow the pattern of: (a) sharing data,

(b) expression of opinions, (c) selection of tentative decision,

(d) attempts to 6way group by those i.,hose disagree, (e) accept-

ance of the decision by the group.

Leadership

1. Although he is designated by management, the team leader earns

his leadership from below by demonstrating his capability and If

31

.not through his. hierarchical designation.

2. The tesn leader is responsible for interpreting and relating

information and for maintaining and enriching the environment.

3. The team leader is responsible for process facilitation during

team meetings.

OxAgnization

1. Influence is baaed oL technical competence and knowledge rather

than power and organizational position.

32

I APPENDIX VI8OME ASSUMPTIONS ABOUT TH)ý NATURE AND FUCTIONING OF ORi(ANIZATIONS

The following assumptiona grow naturally from the concepts shown in

Appendix II:

1. The basic units to deal with in promoting change are teams rather

than ±ndividpals.

2'. A key change goal is to prevent or at leatt reduce inappropriate

competition between parts of the organization.

3. Decision making in an effective organization is located close to

the source of input, im~plementation, and accountability rather

that being based on hierarchy or role.

4. Goals are the basis for managing an brganizations affairs.

5. Development of trust, openrness, and commiunication between and

aoross levels in the oranization is essential to an effective

organization.

6. Allowing people to fully participate will result in real "owner-

ship".

33

SECURITY CLASSIPICATION OF TNIS PAGE IWMF.a1 " Data Ef .,.

REPORT DOCUMENTATION PAGE ..... RS COgpLcM IG FORM

REPORT NUMBER .. G ACCNSIOW No. ,. .

4. TITlI. (and lubhtife) U. TYPE OF REPORT & PERIOD COVERED

Organizational Development in Practice Studen EssayI. PERFORMING ORG. REPORT NUMIIR

,. AUTHOR(e) 6. CONTRACT OR GRANT NUM111Rtes)

LTC Robert E. Pownall, MI

J. PERFORMING ORGANIZATION NAME AND ADDRESS All PROGRAV LOmrM( T PROJECT. TASKAE WORK UNIT NUMBEIRS

US Army War Colleger-Arl4fina1Rm rntpfi1_ PA_ 170l11~_____________

II. CONTROLLING OFFICE NAME AND ADDRESS 12. REPORT DATE

12 Nivamber 1973Sam1e as Itlem 9.. IS. NUMBER OF PAGES

1714. MONITORING AGENCY NAME & AOORE(II( diflferet fram Controlling Office) I1S SECURITY CLASS. (of thli r.eprt)

Unclasuifiede, OUCL.4A3511PI CATION1 DOWNGRADING

|16. DISTRIBUTION STATEMENT (al ttin RIeport)

Approved for public release; distribution unlimited.

17. DISTRIBUTION STATEMENT (of the abstract entered In Block 20. It dilfferet from Report)

11. SUPPLEMENTARY NOTES

IS. KEY WORDS (Continue on revel'e *id. If neceealry mnd Identify by block number)

NATIONAL TECHNICALINFORMATION SERVICELU A, Dl ,nn l minw t of C ,onIwlo l '

Springfield VA 22151

20, ABSTRACT (Continue aM reveree aide It neceesary and Identify by bloak number)

Organizational development is an effort planned, organization-wide, andmanaged from the top to increase organizational effectiveness and healththrough planned interventions in the organization's "processes" using

behavioral-science knowledge, It is an effective way to cope with therapidly , --ing environment facing both the industrial and military communitytoday. By use of a brief historical development of management theory coupledwith the need for adapting to change and the knowledge based on five yearsof Organizational DlevelopmenL practice, an approach to determining whether

DO 1 1473 EDITION OF I NOV 66 IS OBOLT

,EURT1473 CLSOLCTO OF .o., PGE;.a,S SECURITY CLASIIFICATIOM OP THIS PAGE (Ul~en Data Ent.+

' SCURITY CLAUIWIICATi ON OF TWO$ PA@E(MM Deft fhtElock 20 continue*drganizational Development can be used in the military is supplied. The author'soniclusioni is that. Organizational Development can and should be adopted withinhe military establishment.( Some specific suggestions art made regardingonditions to look for which gavor a successful OD experience and some conditionshich will load to failure.

SK1CUPUTY CLASSIFICATION OF THIS PAOE(WI,.n Data Enfotud)