Reviews the ideas of Robert Fritz and discusses their implication for the practice of organizational change. The importance of “structure” is emphasized, which can give rise to two types of behaviour within the organization; “oscillation” and “resolving”. Oscillation is brought about...

Transactional analysis (TA) as a strategy for change in organizations appears to be enjoying a period of renewed interest. The extent of its use is sufficient for a substantial evaluation. Attempts at evaluating TA training appear rarely in the organizational/management literature. Reports the...

Specific types of dysfunctional work behaviours form an identifiable pattern that can be uncovered through a needs analysis and addressed by a multi‐dimensional, five‐step developmental effort. Includes a framework for these behaviours, an outline development intervention, a case study and...

Describes a case study of a subsidiary of a major computer company which has achieved and is attempting to sustain cultural change in turbulent times. Outlines a “leadership for change” programme to move towards a more customer‐oriented culture. Presents a performance management model...

Reflects on an organizational development (OD) intervention which addressed strategic culture change with the senior management team of a UK‐based international manufacturing organization. In line with emergent theory and practice OD consultants, authors intervened at the three levels:...

Conventional wisdom suggests that a consultant serving a joint union‐management organization development (OD) change effort acts as a third‐party neutral. However, this paper documents why both parties may distrust the OD consultant and other dangers associated with claims of neutrality....