A Model of Organizational Change in the Context of Union-Management Relations

Abstract

Since ABS has had little to say about the role of unions and the part they play in OD, this paper takes a first step in developing a model of change involving union-management relations, which takes into consideration the special issues of goals, power, and conflict peculiar to each party. A set of testable propositions having to do with stimuli and forces encouraging or inhibiting commitment to embark on and to maintain joint change efforts is presented, followed by a short discussion of the implications of the uses of such a modelfor behavioral scientists.