Development of the OCIR Model of the Intervention Process

Pate, Larry E.
April 1979
Academy of Management Review;Apr1979, Vol. 4 Issue 2, p281
Academic Journal
This article reviews recent efforts to develop a new model of the intervention process called the Organization--Change Agent--Interventions--Results (OCIR) model. He examines a traditional model for organizational change called the Truth--Love model and discusses how OCIR differentiates from this process. He asserts that the OCIR model is more adequetly designed to incorporate ideas related to desired outcomes and other cause-effect relationships in the organizational change process. He discusses the benefits of the OCIR model in light of the drawbacks of the Truth-Love model, noting that OCIR is more concerned with the effectiveness of the overall change process rather than simply measuring the intentions of the effort. He believes OCIR offers a better understanding of the change process.


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