A Power-Strategy Alternative to Organization Development

In this article assumptions implied in the organization development (OD) literature about organizations, members of organizations, and the external consultant are pointed out on the basis of studies of the literature. These assumptions are criticized and a set of alternative assumptions is formulated. In the light of this, a strategy for change is formulated which constitutes an alternative to OD strategies, both in purpose and in the phases of change. According to the alternative strategy, power is regarded as the crucial variable, in connection with organizational change. The 'power' strategy prescribes the strengthen ing of a party's power bases prior to negotiations with the 'opponent' and formalization of mechanisms for the regulation of conflicts; this is contrary to the OD strategies, which imply confrontation, a change in perceptions and attitudes, and solution of conflicts. The 'alternative' strategy is exemplified and discussed with reference to an action research project, which the author carried out in collaboration with the employees of a surgical unit at a Danish general hospital. The change project was initiated by lower participants in the organization, and the external consultant was not neutral as is usually prescribed in the OD literature.