A case study of a consultation is presented that illustrates how two
theories concerning organizational change and systems analysis were
applied to a small, informal organization. The primary intervention tasks
outlined by Argyris (1970) were applied throughout the consultation and
the systems theory detailed by Katz and Kahn (1966) provided a con
ceptual model for organizing and discussing the data. Systematic inter
vention with small, less structured groups is advocated.
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