The clinical psychologist as organizational diagnostician.

Abstract

In recent years there has been considerable concern with organizational change and organizational development. Much of this concern has stemmed from the group dynamics movement, and those who have practiced organizational development have been largely social psychologists, sociologists, and others in a variety of disciplines who have applied variations of group dynamics techniques. A number of clinical psychologists have also been involved in this new direction. Like nondirective therapy, organizational development practices concentrate largely on having people express themselves to each other about their mutual working interests and problems, on working together on the resolution of common problems, and on having people weigh out loud and with each other their organizational aspirations and goals. Often problem-specific and frequently intuitive, these efforts are largely atheoretical. It is presumed that the same general methods will apply to all organizations. The field is presently in a fluid state, marked primarily by ad hoc problemsolving efforts and by a heavy emphasis on expedient techniques, ranging from