This paper reports the theory, process, results, and consequences of diagnosing the race relations among managers of a large industrial corporation. A four person diagnostic team consisting of a black female, black male, white female, and white male, aided by a 12-person advisory committee of similar race/sex composition, developed an organic questionnaire and administered it to more than 600 managers. Data were collected and analyzed on general race relations, management groups, hiring, advancement, firing, actions for change, and reactions to the study. Analysis showed that the state of race relations in the company was related to a variety of systemic conditions including the ideas and feelings of individuals, the perceptions and actions of key groups, and the structure of the whole organization. As a result of the diagnosis, management committed itself to an action plan that addressed all the problematic issues uncovered by the diagnosis.
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