A Systems Approach to Organization Development

Abstract

Organization development (OD) efforts are often exclusively oriented to one method, one set of theoretical concepts, or one organizational variable. An input-process-output model of an organization was used as a framework for planned change." The program dealt with many organizational dimensions and used several intervention strategies and OD technologies. The effort resulted in substantial changes in organizational inputs, processes, and outputs. A number of findings about organization development have emerged from this OD experience and include the following: (1) OD efforts must not always start at the top; (2) the organization itself is the best laboratory for learning; (3) structural and interpersonal changes must complement and reinforce each other; (4) adult learning starts with behavioral change rather than cognitive change; and (5) the selection of change leaders as initial targets for the change program is a useful OD strategy.