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A New Role for the Behavioral Sciences: Effecting Organizational Change

Warren G. Bennis
Administrative Science Quarterly
Vol. 8, No. 2 (Sep., 1963), pp. 125-165
DOI: 10.2307/2390897
Stable URL: http://www.jstor.org/stable/2390897
Page Count: 41
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A New Role for the Behavioral Sciences: Effecting Organizational Change
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Abstract

This paper identifies a newly emerging function for the behavioral scientist and exemplifies its activities by describing and analyzing some recent work in the organizational change area. First, some traditional strategies of change are discussed, followed by a description and analysis of some of the newer change programs associated with the National Training Laboratories, Tavistock Institute, R. R. Blake, C. Argyris, and others. Finally, the "role strains" which inhere in this new action role are discussed.

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