Organizational Change and Development: The Consequences of Misuse

Abstract

A major house‐building corporation in the United States employed an organizational change and development (OCD) strategy during the early 1970s to assist its transformation to a mega‐corporation. The outcome was the development of an autocratic, machiavellian, coercive management style. Initial financial success during a growth phase in the construction industry masked the deficiencies of the approach, which only became apparent during an economic slump. Provides a lesson for managers who ignore the participant needs of employees.