TITLE

Development of the OCIR Model of the Intervention Process

AUTHOR(S)

Pate, Larry E.

PUB. DATE

April 1979

SOURCE

Academy of Management Review;Apr1979, Vol. 4 Issue 2, p281

SOURCE TYPE

Academic Journal

DOC. TYPE

Article

ABSTRACT

This article reviews recent efforts to develop a new model of the intervention process called the Organization--Change Agent--Interventions--Results (OCIR) model. He examines a traditional model for organizational change called the Truth--Love model and discusses how OCIR differentiates from this process. He asserts that the OCIR model is more adequetly designed to incorporate ideas related to desired outcomes and other cause-effect relationships in the organizational change process. He discusses the benefits of the OCIR model in light of the drawbacks of the Truth-Love model, noting that OCIR is more concerned with the effectiveness of the overall change process rather than simply measuring the intentions of the effort. He believes OCIR offers a better understanding of the change process.

ACCESSION #

4289027

Tags: ORGANIZATIONAL change -- Management;  ADAPTABILITY (Psychology);  ORGANIZATIONAL structure;  ORGANIZATIONAL behavior -- Research;  INDUSTRIAL psychology;  ORGANIZATIONAL sociology;  ORGANIZATIONAL effectiveness;  STRATEGIC planning;  INTERVENTION (Administrative procedure);  BUSINESS planning -- Research;  CHANGE agents;  CONTINGENCY theory (Management)

 

Related Articles

• The Consequences of Large System Change in Practice: An Empirical Assessment. Harris, Reuben T.; Porras, Jerry I. // Academy of Management Proceedings (00650668);1978, p298 

  The impact of a multiple-intervention OD program, involving a number of semi-autonomous units within a large, geographically dispersed organization, was assessed. The research utilized a multiple time-series, quasi-experimental design. The change activities, asserted to be representative of...

• Does Cognitive Style Affect Diagnosis and Intervention Strageties of Change Agents? Slocum Jr., John W. // Academy of Management Proceedings (00650668);1978, p142 

  One hundred and fifty-two change agents were presented with a list of 24 diagnostic questions they might ask the client organization. These diagnostic questions were related to the change agents cognitive style and the tactics most likely used by the change agent to bring about organizational...

• AN INVESTIGATION OF POSITIVE-FINDINGS BIAS IN EVALUATION OF ORGANIZATION DEVELOPMENT INTERVENTIONS. Woodman, Richard W.; Wayne, Sandy J. // Academy of Management Journal;Dec1985, Vol. 28 Issue 4, p889 

  This study investigated the possibility of an inverse relationship between methodological rigor and positive results from organization development (OD) interventions in OD evaluations published between 1978 and 1983. The present study attempted to improve upon earlier investigations of the same...

• The Persistence of Flexible Organizational Routines: The Role of Agency and Organizational Context. Howard-Grenville, Jennifer A. // Organization Science;Nov/Dec2005, Vol. 16 Issue 6, p618 

  Once regarded as stable and inflexible, organizational routines are increasingly seen as capable of being adapted to the situation at hand and a potentially important source of endogenous change in organizations. This paper considers why routines that are performed flexibly may nonetheless...

• The Application of a Conceptual Scheme To Understand Organization Character. Wright, Robert // Academy of Management Journal;Dec1968, Vol. 11 Issue 4, p389 

  In this article Professor Wright presents empirical substantiation to an approach to study "organization character." After presenting the theoretical methodology, the author proceeds by providing the actual diagnostic approach employed by "experts" in the field of organizational analysis.

• A Model of Task Group Development in Complex Organizations and a Strategy of Implementation. Heinen, J. Stephen; Jacobson, Eugene // Academy of Management Review;Oct76, Vol. 1 Issue 4, p98 

  An intervention strategy for development of an industrial work group is proposed from a four stage model of group development. The group is distinguished from therapy and sensitivity groups in terms of its problem solving task purpose. The model reflects emphasis upon task structure rather than...

• The Implementation of Different Decision Making Structures In Adapting To Environmental Uncertainty. Duncan, Robert B. // Academy of Management Proceedings (00650668);1971, p39 

  The data presented above thus indicate that there are differences in the way decision units organize themselves for making routine and nonroutine decisions under different conditions of perceived uncertainty and perceived influence over the environment in decision making. This research thus...

• An Alternative To Macro-Micro Contingency Theories: An Integrative Model. Mealiea, Laird W.; Lee, Dennis // Academy of Management Review;Jul1979, Vol. 4 Issue 3, p333 

  This article points out the inherent weaknesses of developing and utilizing contingency theories that fail to integrate both the macro (size, technology, environment ? structure) and micro (structure ? employee behavior) dimensions. We develop an integrative model Incorporating both macro and...

• Toward a Contingency Theory of Strategic Behavior. Hofer, Charles W. // Academy of Management Proceedings (00650668);1974, p5 

  During the two decades that have passed since the introduction of strategic planning as a major managerial tool in American industry, most of the theory development and empirical research on this topic has emphasized the processes by which strategies are developed. Recently, however, a number of...

Read the Article