Operation KPE: Developing a New Organization

Abstract

Although behavioural science concepts and consultants are being utilized with increasing impact in many organizations, no work, to the authors' knowledge, has been done with a virtually new organization. This paper describes a programme of organizational development in a new company.

As a framework for the programme, three key problem areas were initially diagnosed as important for the future growth of the organization: (a) individual problems of identity, future security, and alienation; (b) a group-level problem of developing interdependence within the top management team; and (c) organizational issues associated with policy formulation and adaptation to the environment. The behavioural science concept of organizational role was applied to the problem of interdependence in evolving a new method of group development-The Role Analysis Technique (RAT).

The paper concludes with a discussion of three general issues which affect the future growth of the new organization: (a) the importance of developing concurrently at individual, group, and organizational levels; (b) the importance of evolving a norm of selfconsciousness about processes of growth; and (c) the dual relevance of differentiation and integration for effective organization development.

Get full access to this article

View all access options for this article.

References

Argyris, C. Interpersonal competence and organizational effectiveness. Homewood, Ill.: Irwin-Dorsey, 1962.

Bamforth, K. Some experiences of the use of t-groups and structured groups within a company. Working paper no. 3. University of Leeds, U.K.: Industrial Management Division, 1963.

Benne, K. Deliberate changing as the facilitation of growth. In W. G. Bennis , K. Benne , & R. Chin (Eds.), The planning of change. New York: Holt, Rinehart & Winston, 1961.

Bennis, W. G. Changing organizations. New York: McGraw-Hill, 1966.

Brown, W. Explorations in management. London: Heinemann, 1960.

Burns, T. , & Stalker, G. The management of innovation. London: Tavistock Pub., 1961.

Dayal, I. Organization of work. In H. Baumgartel , W. Bennis , & N. De (Eds.), Readings in group development for managers and trainers. Bombay: Asia Publishing House, 1967.

Deutsch, M. Cooperation and trust: Some theoretical notes. In W. Bennis , E. Schein , D. Berlew , & F. Steele (Eds.), Interpersonal dynamics. Homewood, Ill.: Dorsey Press, 1964.

Jaques, E. , & Brown, W. The Glacier project papers. London: Heinemann, 1965.

10.

Kahn, R. , & Rosenthal, R. Organizational stress. New York: Wiley, 1964.

11.

Lorsch, J. , & Lawrence, P. Organizing for product innovation. Harvard bus. Rev., 1965, 43 (1), 109-122.

12.

Rogers, C. , & Roethlisberger, F. J. Barriers and gateways to communication. Harvard bus. Rev., 1952, 30 (4), 46-52.

13.

Schutz, W. FIRO-B. New York: Holt, Rinehart & Winston, 1958.

14.

Selznick, P. Leadership in administration. New York: Harper & Row, 1957.

15.

Shepard, H. , & Blake, R. Changing behavior through cognitive change. Human Organ., 1962, 21 (2), 88-96.

16.

Walker, C. Modern civilization and technology. New York: McGraw-Hill, 1958.