Crisis theory suggests that the major sign of organizational crisis is progressively rising tension, which results in emergency efforts to mobilize tension-reducing sources. A case study of an organizational crisis is presented to illustrate the applicability of crisis theory to an organization. Suggestions for interventions are offered. (Author)

Trist discusses his own training and his research in organizational development, networks, and management systems. His work in the United States is explored. Trist is professor of organizational behavior at York University, Toronto, and professor emeritus at the Wharton School, University of Pennsylvania. (Author/BEF)

T-groups methodology plays an important role as an experiential learning approach both within and outside of organizational settings. An understanding of differences and similarities between T-group training and team development is critical for communication and for intelligent decisions concerning their utility in organizational development…

Explores concerns over the direction the field of organizational behavior is developing. Karl Weick identifies approaches to theory building that are misleading. Peter Frost identifies blind spots in teaching and application. Walter Nord compares both papers. The authors offer their views on directions in which the field might move. (Author/BEF)

Reviews current organizational development and training practices in two articles of a special section. The first compares OD philosophy with McGregor's integrative approach. The second article discusses contributions OD practice can make to theory, including modifying existing theories, addressing new problems, and exploring the internal logic of…

Discusses the critical issue emerging in the implementation of change strategies designed to improve the effectiveness of human service delivery systems. Describes the process by which change was introduced and implemented in a human service organization. Suggestions, theoretical guidelines, and a model are provided for future interventions.…

Summarizes the open questions that must be answered by researchers if practioners of interorganizational development are to have adequate planning-and-action guidelines. Suggests the questions should help practitioners become more sensitive to potential action considerations that may require special thought and attention until a firmer knowledge…

Identifies two fundamental change strategies, incremental and transformational, and the relationship between them, describes the circumstances appropriate for each strategy, and suggests steps for translating each strategy into action. Both strategies are required to maintain organizational and personal effectiveness if growth and renewal are…

Cohesiveness and collaboration are identified as co-determinants of group productivity and affective responses of group members. A theoretical model detailing the interaction of these variables is presented. It is argued that application of group-dynamic models to specific organizational settings could improve management practice and performance…

The articles focus on building interpersonal skills utilizing experiential training to socialize new employees and develop leadership. They also focus on training decision makers, performance appraisal, career development, mobilizing human resources and ego stages in organizational development. (CMG)

Organization development consultants (N=75) asked to list the 10 "most important" diagnostic questions they would want answered before accepting the contract. These were seen as a function of the change agent's organizational model and predictive of the interventions these consultants would plan. (Author)

Describes major areas of progress in organization development (OD): progress in operationalizing the concept of change; progress in improving measurement; and progress in designing statistical procedures used to analyze OD intervention data. Suggests recent research developments point to a more solid base on which to build OD practice and theory.…

Attempts to resolve the leadership theory controversy between situationalism and the one-best-way approach. Indicates the validity of the latter and the lack of predictive value of the former. Results indicated administrators chose the 9,9 alternative and rejected situationally prescribed answers, reflecting a management by principles (behavioral…