Development techniques and organizational change: an overview of results from the Michigan Inter-Company Longitudinal Study

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Institute for Social Research, University of Michigan, 1971 - Business & Economics - 36 pages
Data collected by use of the Survey of Organizations questionnaire from more than 17,000 respondents in 23 organizations which participated in the Intercompany Longitudinal Study are analyzed in terms of the organizational development treatments which intervened between pre and postmeasures. Four 'experimental' treatments (Survey Feedback, Interpersonal Process Consultation, Task Process Consultation, and Laboratory Training) and two 'control' treatments (Data Handback and No Treatment) are compared to determine their comparative associations with improved organizational functioning. The results indicate that Survey Feedback was associated with a significant frequency of improvement, that Interpersonal Process Consultation was associated with questionable improvement, that Task Process Consultation was associated with little or no change, and that Laboratory Training was associated with significant deterioration in organizational functioning.

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