Abstract
A comparison between 11 organizations with successful OD efforts and 14 organizations with unsuccessful efforts reveals characteristics identifiable with each category. Eight major clusters of characteristics served as the foci for the comparison: 1) the organization's environment, 2) the organization itself, 3) initial contact for the OD projects, 4) formal entry procedures and commitment, 5) data-gathering activities, 6) internal and 7) external changeagent characteristics, and 8) exit procedures.
Results indicated an absence of single dimensions that are either essential or sufficient to distinguish between the successful and unsuccessful organizations. Three general areas, however, did serve to differentiate organizations in the two categories: 1. Organizations that are more open to and involved in adjusting to change are more likely to be successful in their OD effort than are those that are more stable and status-quo oriented. 2. Internal change agents who are more carefully selected, did not receive training prior to the current OD efforts, and who possess assessment-prescriptive skills are most evident in the successful organizations. 3. More specific interest in and greater commitment to the OD projects are associated with successful change.
Implications for managers and consultants interested in applying these findings to increase the likelihood of success in OD projects are explored, with consideration given to the importance and alterability of each characteristic.