This study reports results of a quan titative analysis of fifty-eight cases of deliberate efforts to produce ma jor change, or "projects." The results demonstrate that (1) the greater the potential impact on resource alloca tion patterns, (2) the greater the ex tent of problem identification efforts, and (3) the more extensive the use of problem solving as a conflict reso lution strategy, the more likely it is that project goals will be achieved and that the organization with prime responsibility for the project will be satisfied. The study provides an em pirical defense for the utility of planning and planners, and guidance on ways to improve planning prac tice.
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