Abstract
This case study compared the attitudinal behavioral outcomes of participants and nonparticipants involved in strategic cultural change. The research was conducted in a large public organization using the Human Relations Model (i.e., participation -+ satisfaction -+ organization change) to facilitate organization change. It was hypothesized that participants would have higher levels of quality-of-working life than nonparticipants. The results of the study did not support the hypothesis. It appears that a more systemic change process is required in strategic change processes. A discussion of a holistic change model, Subsystem Congruence, is also presented.
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