Recent literature extolling the virtues of "planned" organization change through massive training programs frequently overlooks the historical preconditions which may determine the success or failure of such programs. This article reports findings describing the history of an organization and its management prior to a decision to begin a Managerial Grid organization development program. In it we see how a consultant made use of roots put down in the unplanned stages many years before to build top management support for Managerial Grid training. It is quite possible that the presence or absence of such early events spells the difference between a mediocre and a highly successful organization change effort.
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