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Matching Problems, Precursors, and Interventions in OD: A Systemic Approach

Jerome L. Franklin

Patricia A. Pecorella

Center for Research on the Utilization of Scientific Knowledge, Institute for Social Research, The University of Michigan, Ann Arbor.

A framework for systematic organizational development including a model for matching interventions with problem causes is developed, using concepts from social systems theory and medical science pathology. At the foundation of the framework are three basic principles of change applicable both to physical and social systems. These principles suggest that 1) interventions designed to change leadership behavior must be selected to fit properties of the system, 2) certain areas or aspects of systems are predisposed to successful change, and 3) change occurs indirectly through a series of cause/effect successions.

Potential interventions are classified in accordance with a scheme identifying each intervention according to one of three basic problem causes or "precursors." The precursors include (a) level of information, (b) level of skill, and (c) aspects of situations in which behavior occurs. Systematic organizational development is presented as a process of identifying and matching problem behavior, precursors, and appropriate interventions. Implications for practitioners are presented, along with illustrations suggesting the advantages of this approach.

The Journal of Applied Behavioral Science, Vol. 11, No. 4, 391-409 (1975)
DOI: 10.1177/002188637501100402


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