Organizational Improvement: A Review of Models and an Attempted Synthesis

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Abstract
Organization development and improvement models, like the people they intend to help, come in a bewildering array of sizes, shapes, types, and intentions. Many have been developed, but few seem to do the job for which they were intended. This paper and the conceptual model it offers help to identify the major varieties of models and methods and analyze the characteristics of some of the best understood and recognized among them. The author proposes that most models are only descriptive and fail to offer predictive and control aspects that are considered to be central to success. A predictive "synthesis" termed "Transactional Life-Cycle Theory" is offered: a combination of existing models, including selected aspects of Hersey and Blanchard's Life-Cycle Theory, some role behavior aspects of Transactional Analysis (but not the whole therapy model) and aspects of Greenwald's Direct Decision Therapy. Some additional consid erations of this model are presented, including one relating to sexism and sex-role stereotyping.

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