Differential Effects of Multiple Interventions in an Organization

Abstract

An organization development effort spanning several years in one organization is reexamined in order to assess the differential effects of interventions. The findings illustrate how organizational change efforts can have different effects upon different groups within an organization. Significant differences among hierarchical levels of the organization are found in satisfaction with several aspects of the work environment, the most important finding being the relatively low levels of satisfaction among supervisory and technical workers. Supporting clinical data identify the lack of an integrated change program, the failure to adequately structure supervisors into change activities, and problems in the management of participation as possible sources of the differential effects. Recommendations for the design of interventions are made, and the conclusion is reached that there is a need for the application of more systemic models of change combined with more comprehensive measurement of the effects of interventions.