Includes bibliographical references (p. 258-262) and index.

Foreword - Frank Sherwood PART ONE: HISTORY AND THEORY OF ACTION TRAINING AND RESEARCH Background on Development Action Research in the Study of Organization and Management The Action Training and Research Cycle for Changing Organizations PART TWO: AT&R AS A METHOD FOR DEVELOPING CHANGING ORGANIZATIONS: A GUIDE FOR PRACTITIONERS AND PARTICIPANTS Stage 1 Orientation Stage 2 Contract Setting Stage 3 Reconnaissance, Exploring the Issues Stage 4 Identifying Problems and Opportunities Stage 5 Aspirations Stage 6 Action Options Stage 7 Experimentation Stage 8 Experiment Results Analysis Stage 9 Program Design Stage 10 Implementation Stage 11 Program Evaluation Stage 12 Re-Cycle

The 'Action Training and Research' method of organizational development, pioneered by Neely Gardner in the 1960's, has become a classic methodology in public administration. The authors have presented the power of Gardner's work in the form of a training manual that takes account of modern practice and scholarly thought. Changing Organizations addresses key current concerns including: how to change hierarchically structured public organizations whose management is rigidly vested in the status quo; the changeover to participative management; and the devolution of management power in the organization to promote innovation, adaptation to customers' changing needs, efficiency as well as clear-headed and practical decision making.