Three assumptions underlie this paper: (1) that the proportion of contemporary change that is planned or that issues from deliberate innovation is much higher than in former times; (2) that man's wisdom and mundane behavior are somewhat short of perfection insofar as they regulate the fate and selective adaptation of complex human organizations; (3) that behavioral scientists in increasing numbers are called upon to influence organizational functioning and effectiveness. The paper is concerned with the strategic, methodological, and conceptual issues brought about by the emergence of the action role of the behavioral scientist.
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