Transformational and Coercive Strategies for Planned Organizational Change: Beyond the O.D. Model
挑战组织发展理论的普遍性，比较了渐进与变革型两种变革理论，以及参与和强制两种变革方法，提出一个差异化的权变模型，帮助管理者在不同情境下选择变革策略。
This paper challenges the universality of O.D. theory, arguing that it presents an incomplete model of organizational change. Two contrasting 'theories' of organization al change are compared and evaluated (the incremental and transformational theses) and also two contrasting methods of change: participation and coercion. All four approaches are seen as legitimate components of a differentiated contingency model of change. The model has implications for the choice of strategies for managing organizational change in differing circumstances and for the training of change agents.