Although feedback methods have been a critical element in OD
research, little is known about the impact of different feedback
methods. This research investigates the theory, practice, and impact
of two feedback models of orgnizational change. The "pure science"
approach emphasized the psychometric quality of the data, but
accomplished no positive change. The "science-action" approach,
which maintained the psychometric quality of the data and the
intervention team and added an active change agent role, resulted in
substantial change. The article discusses several important implica
tions for research and practice of OD interventions using feedback.
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