Change Strategies and the Use of OD Consultants to Facilitate Change: Part 1: Alternative Change Strategies Reviewed

Abstract

It is rarely the case that a broader consideration of the available strategies for changing organisations is linked with empirical evidence on the way organisational change occurs. The purpose of this article is to examine data on the OD consultant's role as currently performed and the way consultants facilitate change. However, the intention is to broaden the discussion by setting this specific data against a backcloth of the current strategies for implementing organisational change. By examining the OD consultant's role against the wider perspective, the content, strengths and weaknesses of the role and of OD may be better understood.

Citation

Lovelady, L. (1984), "Change Strategies and the Use of OD Consultants to Facilitate Change: Part 1: Alternative Change Strategies Reviewed", Leadership & Organization Development Journal, Vol. 5 No. 2, pp. 3-10. https://doi.org/10.1108/eb053547