Organizational Development Through Planned Change: A Development Model (Classic Reprint) - Softcover

Inhaltsangabe

Excerpt from Organizational Development Through Planned Change: A Development Model

For some time now I have sensed a certain regularity in my consulting relationships - a certain inevitability to the unfolding process of the consulting relationship. This regularity excites me and I have found my awareness of it to be quite useful in planning and executing consulting interventions. I have a hunch that it may be useful to other consultants and clients as well. In testing these ideas with Al Frohman, I found that he, too, had sensed these regularities in his work. As a result we have set out together to make these intuitive feelings more explicit. This paper represents our first attempt to set these ideas down. We see the paper not as a product, but as a tool for further clarifying our thoughts. Much of what you read here may seem obvious, some of it controversial, some of it intriguing. Please share these reactions with us.

The process of planned change can be conceived of as a dynamic seven stage process. These stages: scouting, entry, diagnosis, planning, action, evaluation, and termination are pictured diagrammatically below.

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