A strategy for change in organisations : the use of internal consultants in organisation development
This thesis investigates one strategy available to organisations for implementing change. This is the strategy of Organisation Development (O.D,) , which by definition includes the use of a consultant to facilitate change. The central objective of this research is to explore the role and activities of the change consultant. This is done by generating data on who fills the role and the intervention techniques employed. The study uses an exploratory methodology to analyse the activities of a group of O.D. consultants in depth and over tine. Data is also collected on the organisations which are the context of change. Part 1 of this thesis (Chapters I - III) presents the objectives of the research and reviews the literature on organisational change and the role of the change consultant. Tne second part (Chapters IV - VI) traces the development of the methodology and presents the data on the background of the research. This part includes the data on the organisational contexts and on the personal char-: acteristics of the consultants themselves. Part 3 (Chapters VII - XI) presents the data on the activities of the change consultants. This section covers the data on the project activities, intervention techniques and problems of the consultants. Part 3 also analyses the data on the consultants and their activities against the organisational context of their work. Tne final chapter ir. this part examines the data on the practice of evaluation of the outcomes of O.D. Part A (Chapter XII) draws together the conclusions and themes emerging from the previous chapters.