Abstract
One of the most important elements of the analysis and change process is the theoretical framework that is brought to the diagnostic task. The framework guides the selection of questions that are asked and the conclusions that are reached, and it greatly influences the selection of change strategies and, thus, the eventual outcome of the intervention.
In this paper we argue that the practice of organization development has suffered because of single-solution frameworks. In responding to this problem, the paper reviews a recent program of empirical research and proposes a new diagnostic framework. It is argued that the new framework not only reflects the comprehensive theoretical literature but also makes clear those potentially conflicting values that undergird the diagnostic process.
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