Analysis of the Impact of the U.S. Army Program of Organizational Effectiveness
Final rept. 1980-1982
YOUNG (ARTHUR) AND CO WASHINGTON DC
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This report describes research conducted to assess the impact of the Armys Organizational Effectiveness OE program on the Army. The researchers interviewed Users Commanders, OE Consultants, and others who had participated in 35 selected OE operations. Results indicated that the most successful operations are those interfacing interpersonal or intergroup processes with technological processes or issues but which do not require outside resources or support. True macro-level operations are very difficult to implement successfully. The key role in an OE operation is that of an actively involved leader. Structuring clarifying outcomes and organizing change strategies and diffusion circulating information throughout the system and obtaining feedback are processes important to the success of an operation. The OE consultant is important in coaching the User in desirable behaviors and in actively participating in the diffusion process. It was not possible, in the time available at each installation, to obtain reliable data on costs and benefits of OE operation. Implications of the findings for leader development and OE consultant training are discussed.
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