The Change Grid and the Active Client

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Abstract
Following Blake and Mouton's Managerial Grid (1964), a variety of two-dimensional models have been used to explore problems in planned change and administration. The change grid has been used to examine the relationship of change agents and individual changees. This article reexamines the assumptions of that model in the context of individual client adaptations and bureaucratic classification systems, which channel masses of clients into programs that are designed to implement specific change strategies. The article concludes that penal organizations specifically, but perhaps other human service organizations as well, select and place clients so that programs remain stable, rather than sequence programs to meet the needs of clients.

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