A Power-Strategy Alternative to Organization Development
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CONTRIBUTORS:
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JOURNAL:
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YEAR:
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1980
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PUB TYPE:
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Journal Article
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SUBJECT(S):
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*Organization--Organizations--Organizational--Organize--Organizers--Organized--Organizing- (313000); *Development--Developments- (131200); *Power- (341000); *Strategy--Strategies--Strategic- (446700); *Alternative--Alternatives- (029600)
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DISCIPLINE:
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No discipline assigned
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HTTP:
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LANGUAGE:
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English
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PUB ID:
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103-362-246
(Last edited on
2002/02/27 18:44:47 US/Mountain)
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SPONSOR(S):
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ABSTRACT:
Three assumptions implied in organizational development (OD) literature about organizations, organization members, & external consultants are pointed out. These are: (1) the organization as a goal-directed system, (2) the homogenous intellectual capacity of organization members, & (3) the neutrality of external consultants. A set of counter-assumptions is presented: (A) the organization as a field of interests, (B) members' differing intellectual capacities, & (C) consultant partiality. In light of these new assumptions, a strategy for change is formulated which constitutes an alternative to OD strategies, both in purpose & phases of change. Accordingly, power is regarded as the crucial variable in connection with organizational change. The power strategy prescribes strengthening of a party's power bases prior to negotiations with the 'opponent' & formalization of mechanisms for regulation of conflicts; this is contrary to OD strategies which imply confrontation, a change in perceptions & attitudes, & solution of conflicts. This new strategy is illustrated with a case example of a general hospital. 3 Figures. Modified HA
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