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• W851535964 abstract "This sixth in a series of symposia about public-sector OD has two purposes: it illustrates one summary way of evaluating earlier work in planned change and it introduces several contributions printed below that extend the range of our conceptual reach (in this Part 1) as well as tighten our practical grasp (in Part 2 in a following number of this quarterly). This design of OD VI provides fore and aft perspective, as it were. A common intent underlies the full symposium series, given various vantage points. Thus, the immediate predecessor of this symposium--in Vol. 15, pp. 5-146 and 394-532--focused on conceptualizing, intervening and analyzing as it sought to build on the existing base in different ways but for the same purpose as Symposium VI. Directly, using Dwight Waldo's terminology, a health specialization should have both a solid core on which to build, as well as a leading edge that suggests the core's experienced and retained capacity to engage motivation as well as ideation. By this standard, OD seems alive and well, as this introduction will suggest. PRODUCTS OF PAST WORK Recent attention (e.g., Ammons, 1984) has been directed at the application of managerial innovations in government, and the first major section of this introduction to Symposium VI continues and extends this emphasis. One can find numerous anecdotes about such applications as either boon or bane, but estimates of success rates provide a better basis for assessing their worthwhileness. This introduction again draws attention to an extended program of research concerning success rates in two related areas of research and consultation--Organization Development (or OD) and Quality of Working Life (or QWL)> This research, fully reported in several places (e.g., Golembiewski, 1990), involves assembling large populations or panels of OD and QWL applications which, although not ideal collections, can support three major claims. Thus, the search assembles the most comprehensive panels of studies available--574 applications in the case of OD and 231 cases in QWL. Moreover, only cases that report their designs and consequences in considerable detail are included. Finally, the surveys not only exhaustively explore the published literatures, but non-published cases also were so aggressively pursued that they constitute nearly 15 percent of the two panels. Unpublished sources include dissertations, consultant reports, and so on. This effort helps counterweight any tendency--if such exists--to be biased toward reporting positive results. TWO PANELS OF APPLICATIONS Three sets of details highlight central features of this estimate of the success rates of two popular families of organizational improvement activities. Thus, the OD and QWL panels of applications are described briefly, in turn. And then some attention gets directed at several similarities of the two lines of effort, as well as at several differences between them. References below will direct inquiring readers to extended treatments of what is summarized below. 1. The OD Panel. These 574 cases represent the observational period 1945-1978 and each application is assigned to one of four outcome categories: I--Highly Positive Effects; II - Definite Balance of Positive Effects; (III)--No Appreciable Effects; and IV--Negative Effects. The procedures for assigning cases to a success category receive only brief attention here but details are available elsewhere (Golembiewski, Proehl, and Sink, 1981, 1982). These raters read each case and the reliabilities of their initial assignments exceed .9. Where discussion cannot reconcile differences between raters, the lowest applicable category is assigned. Hence, all final success assignments are identical. Typically, these cases involve a judgment between a I or II assignment. In general, therefore, these success rates have a conservative bias. Some cases provide hard or objective measures of effects, but most often data report soft or attitudinal changes. …" @default.
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• W851535964 date "1993-10-01" @default.
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• W851535964 title "Perspectives on Public-Sector OD, VI: Past Successes and Building on That Base, Conceptually - A Symposium (Part 1)" @default.
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