An organization development intervention in an educational setting, which began at the level of formal goal setting and action planning, moved on to deal with emerging intergroup conflicts and an organizational undenvorld of unexamined and often unshared philosophies, beliefs, and attitudes about the role of formal education in society. The consultants were able to keep pace by diagnosing changes in the client system and renegotiating the contract accordingly.
Get full access to this article
View all access options for this article.
References
1.
Blake, R. R., Mouton, J. S., & Sloma, R. L.The union-management intergroup laboratory: Strategy for resolving intergroup conflict. Journal of Applied Behavioral Science, 1965, 1 (1), 25-27.
2.
French, W. L., & Bell, C. H., Jr.Organization development. Englewood Cliffs, New Jersey: Prentice-Hall, Inc., 1973.
3.
Harrison, R.Choosing the depth of organizational intervention. The Journal of Applied Behavioral Science, 1970, 6 (2), 181-202.
4.
Schmuck, R. A., Runkel, P. J., Arends, J. H., & Arends, R. I.The second handbook of organization development in schools. Palo Alto, Calif.: Mayfield Publishing Company, 1977.
