See BeckhardRichard, Organization Development: Strategies and Models (Reading: Addison-Wesley, 1969); BlakeRobert R.MoutonJane, Corporate Excellence Through Grid Organization Development (Houston: Gulf Publishing, 1968); ScheinEdgar H.BennisWarren G., Personal and Organization Change Through Group Methods (New York: Wiley, 1966); and DavisSheldon A., “An Organic Problem-Solving Method of Organizational Change,”Journal of Applied Behavioral Science, 3:1 (1967), 3–21.
2.
BennisWarren G., Organization Development: Its Nature, Origins, and Prospects (Reading: Addison-Wesley, 1969), 2.
In addition to above references see DavisSheldon A.TannenbaumRobert, “Values, Man, and Organizations,”Industrial Management Review, 10:2 (Winter 1969), 67–86.
6.
For critical assessments see, for example, HouseRobert J., “T-Group Education and Leadership Effectiveness: A Review of the Empiric Literature and a Critical Evaluation,”Personnel Psychology, XX (Spring 1967), 1–32; CampbellJohn P.DunnetteMarvin D., “Effectiveness of T-Group Experiences in Managerial Training and Development,”Psychological Bulletin, LXX (August 1968), 73–104; and essays by DunnetteM. D.CampbellJ. P.ArgyrisChris, “A Symposium: Laboratory Training,”Industrial Relations, VIII (October 1968), 1–45.
7.
For illustrations of the application of laboratory training in organizations see, for example, ArgyrisChris, “T-Groups for Organizational Effectiveness,”Harvard Business Review, 42:2 (March-April 1964), 60–74; BlansfieldMichael G., “Depth Analyses of Organizational Life,”California Management Review, V:2 (Winter 1962), 29–42; and Davis, 3–21.
8.
Descriptions of the application of these techniques can be found in Davis, 3–21. For more detailed illustrations of team development and intergroup building see, for example, BeckhardRichard, “The Confrontation Meeting,”Harvard Business Review, 45:2 (March-April 1967), 149–155; GolembilskiRobert T.BlumbergArthur, “The Laboratory Approach to Organizational Change: Confrontation Design,”Academy of Management Journal, 11:2 (June 1968), 199–210; and MarguliesNewtonRaiaAnthony P., “People in Organizations: A Case for Team Training,”Training and Development Journal, 22:8 (August 1968), 2–11.
9.
An excellent survey of the approaches to change in organizations can be found in LeavittHarold J., “Applied Organizational Change in Industry: Structural, Technological, and Humanistic Approaches,” in MarchJames G., ed., Handbook of Organizations (Chicago: Rand McNally, 1965), 114–1170.
10.
For example, see DavisLouis E., “The Design of Jobs,”Industrial Relations, 6:1 (October 1966), 21–45.
11.
For a more detailed description of the truth-love model and the politics of change, see BennisWarren G., “Unsolved Problems Facing Organization Development,”Business Quarterly, 34:4 (Winter 1969), 82.
