This article describes a communication intervention program designed to change the culture of a governmental organization from hierarchical and authoritarian to participative and involved. This cultural shift is then measured through a triangulation approach. Specifically, questionnaires, interview data, and direct observation were combined to study the areas of cultural change. Subjects completed the Organizational Culture scale (OCS) before the intervention and a representative sample was interviewed. Then, the entire organization participated in an organizational development program. Two years later, subjects again completed the OCS and were interviewed. The postintervention results were statistically analyzed and compared to the preintervention data. Finally, subjects were directly observed in the workplace. These observations and the interview data placed the results of statistical analyses in context by specifying and clarifying perceptions of change. Results suggest that the organization changed significantly in the following dimensions: information flow, involvement, morale, and meetings. Specific implications for management practice are discussed.
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