Changing organizations is not an easy business. At least, changing them in a way which is both intended and which entails a minimum of unnecessary conflict, disruption and general trauma has proved to be especially difficult. Attempts to understand the reasons for these difficulties and to develop ways of avoiding them have led to the emergence of a large (and growing) body of theory and techniques known as Organization Development. Like any new discipline or professional body however, the outward impression of a cohesive comprehensive and integrated set of ideas and practices masks the internal state of questioning and uncertainty, of caution and intuition, and sometimes of diverse, sometimes overlapping and sometimes competing explanations of events.
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