Political Diagnosis: Applications in Organizational Development

Cobb, Anthony T.
July 1986
Academy of Management Review;Jul1986, Vol. 11 Issue 3, p482
Academic Journal
The political side of OD intervention is receiving more consideration by those in the field. Most of this attention focuses on how the consultant can increase and use his or her power in the client system. Little attention has been given, however, to the diagnostic requirements of effective political action. An overview of issues and techniques is provided here for the political diagnosis of client systems.


Related Articles

  • Size of Organizations and Member Participation in Church Congregations. Wilken, Paul H. // Administrative Science Quarterly;Jun71, Vol. 16 Issue 2, p173 

    The relationship between organizational size and member participation in seven different church activities was analyzed in 157 Lutheran congregations in South Dakota to see if the negative relationship found in studies of other organizations applied as well to these normative organizations, in...

  • Conceptualizing and Measuring Organizational and Psychological Climate: Pitfalls in Multilevel Research. Glick, William H. // Academy of Management Review;Jul1985, Vol. 10 Issue 3, p601 

    Organizational and psychological climate research has been plagued by cross-level inference problems. This paper advocates treating the organization as the unit of theory for organizational climate while preserving the individual as the unit of theory for psychological climate. It examines...

  • THE EFFECTS OF NEGOTIATOR PREFERENCES, SITUATIONAL POWER, AND NEGOTIATOR PERSONALITY ON OUTCOMES OF BUSINESS NEGOTIATIONS. Greenhalgh, Leonard; Neslin, Scott A.; Gilkey, Roderick W. // Academy of Management Journal;Mar1985, Vol. 28 Issue 1, p9 

    A laboratory experiment was used to investigate the joint effects of preferences, personality, and situational power on the outcomes of business negotiations. Results show that preferences vary across negotiators and directly determine outcomes; the effects of personality and power are...

  • Assessing Readiness for Change. Krause, Thomas R. // Occupational Hazards;Mar2008, Vol. 70 Issue 3, p24 

    The article focuses on the four dimensions that will help leaders understand and assess how ready the organization is to take on organizational change and sustain it. These dimensions are known as organizational dimensions which are considered the most elemental to setting the stage for change....

  • IDEA: A Collaborative Organizational Design Process Integrating Innovation, Design, Engagement, and Action. de Guerre, Donald; S├ęguin, Daniel; Pace, Alicia; Burke, Noel // Systemic Practice & Action Research;Jun2013, Vol. 26 Issue 3, p257 

    This paper describes an innovative and successful 1-year organization change process. It captures a design-based inquiry that simultaneously applies creative, purposeful, and systemic thinking to a complex set of issues. Three significant findings result from this research. First, this paper...

  • A Comparative Analysis of Influence Strategies Used by Upper and Lower-level Male and Female Managers. Schlueter, David W.; Barge, J. Kevin; Blankenship, Dana // Western Journal of Speech Communication: WJSC;Winter1990, Vol. 54 Issue 1, p42 

    This study investigated influence strategies reported by men and women at two levels of the organizational hierarchy-lower-level and higher-level managers. The purpose of the study was to assess whether a structuralist, socialization, or some combination of the two perspectives best accounts for...

  • The Concept of "Coalition" in Organization Theory and Research. Stevenson, William B.; Pearce, Jone L.; Porter, Lyman W. // Academy of Management Review;Apr1985, Vol. 10 Issue 2, p256 

    This paper provides an historical review of coalitions in organizations and presents key issues that must be confronted if research on coalitions is to contribute to an understanding of intraorganizational dynamics. Included are: an explicit definition of a coalition within an organization,...

  • On the Genesis of Organizational Forms: Evidence from the Market for Disk Arrays. McKendrick, David G.; Carroll, Glenn R. // Organization Science;Nov/Dec2001, Vol. 12 Issue 6, p661 

    This article asks a basic question of organizational evolution: When and where will a new organizational form emerge? Using a definition of organizational forms as external identity codes, we focus on two answers drawn from contemporary organization theory. The first holds that formal...

  • TRANSFORMATIONAL LEADERSHIP, GOAL DIFFICULTY, AND TASK DESIGN: INDEPENDENT AND INTERACTIVE EFFECTS ON EMPLOYEE OUTCOMES. Whittington, J. Lee; Goodwin, Vicki L. // Academy of Management Proceedings & Membership Directory;2001, pK1 

    A field study of 209 leader-follower dyads from 12 different organizations was conducted to test for independent and interactive effects of transformational leadership, goal-setting, and job enrichment on employee performance, organizational citizenship behavior, and organizational commitment....


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics