Relationship as an Intersystem Engagement, in L.E.Davis and A.B.Cherns, The Quality of Working Life: Vol.l:
Problems, Prospects, and the State of the A r t , New Yor, Free Press, 1975-
8 . A. Schutz, Collected Papers, Vol.l: The Problem of Social R e a l i t y , edited by M.Natansin and M. Nijhoff, The Hague,
1971, p . 207 f f .
9 . See, J. Gill, Research as Action: An experiment in
Utilising the Social Sciences, Personnel Review, Volll, No .2, 1982^, p p . 25-34
10. See, for example, M.Van de Vail et a l , op.cit.; N.M.Tichy, H.A.Hornstein, and J.N.Nisberg, Organisation Diagnosis and Intervention Strategies: Developing Emergent
Pragmatic Theories o f Change , in W-.W.Burke (e d . ) ,
Current Issues and Strategies in Organisation Development, New York, Human Sciences Press, 1977*
11. See, for example, A. Schutz, op.cit.; R.Jehenson, A Phenomenological Approach to the Study of Formal Organisation, i n G . P s a t h a s ( e d . ) ,Phenomenological Sociology, Wiley-Interscience, 1973? B.G.Glaser and A.L.Strauss, The Discovery of Grounded Theory:
Strategies for Qualitative Research, Chicago, Aldine,l967- 12. See R.N.Rapoport, Three dilemmas in action research,
Human Relations, Vol. 23”? N o . 6 , 1970 , for the classic d definition:
" (Action research) aims to contribute both to the practical concerns of people in an immediate problem atic situation and to the goals of social science by joint collaboration within a mutually acceptable ethical framework."
13. E.H.Schein, Process Consultation, Reading, Mass. Addison-Wesley, 1 9 69 •
14. See, for example, D .R .Tranfield, M. Foster and S.Smith, C onceptualising the Client and Consultant Relationship, bnpublished paper, Sheffield City Polytechnic, Dept. of Management Studies (undated).
15. For example, Schein: "My client is not just the contact person or the person of highest rank, but the entire group with which I am working and by implication the whole organisation". (E.H.Schein, o p .cit.,p .86)
16. R. Rhenman, Organisation Theory for Long-Range Planning, London, John Wiley, 1973 ? (trans. Nancy Adler) , p .l62. 17- A.M.Pettigrew, Towards a Political Theory of
Organisational Intervention, Human Relations, Vol.28, No.3, 1975, PP.1 9 1-2 0 8.
18. See, for example, the role types described by A.W. Gouldner, Applied Social Science: Clinical and Engineering Models, in W.G.Bennis, K.D.Benne, and
r7 Chin (eds.), The Planning of Change, New York, Holt, Rinehart and Winston, 1961; and P.A.Clark, Intervention Theory: Matching Role, Focus and Context, in L.E.Davis and A.B.Cherns, op.cit.
19. See C.N.Hendry, Some consultant-client issues in the utilisation of social and behavioural science by organisations: a critique of contingency theory,
paper presented to the R.M.C.A. Conference on Research on Management Policy, July 1979-
20. See, N.M.Tichy, Agents of Planned Social Change: Congruence of Values, Cognitions and Actions, Administrative Science Quarterly, Vol.19,No.2,197^ P P . i6zt—1 8 2.
21. N.M.Tichy, An Interview with Roger Harrison,Journal of Applied Behavioural Science,Vol.9 ,No.6, 1973?P P •700-726
22. P.McHugh, Defining the Situation: The Organisation of Meaning in Social Interaction, B o b b s - M e r i l l , 1 9 6 8, p . 79 •
See also, for the origin of this idea, C.Coombs, Theory and Method in Social Measurement, in L.Festinger and D. Katz (eds.), Research Methods in the Behavioural Sciences, New York., Dryden, 1953? and A. V.Cicourel ,Method and
Measurement in Sociology, New York, Free Press, 1964, P P - 1-37-
23- N.M.Tichy, op.cit., 1974.
24. See A. Giddens, Central Problems in Social Theory, London, Macmillan, 19793 p.55PP-
25- D.Walsh, Varieties of Positivism in P.Filmer et a l , New Directions in Sociological Theory, London, Collier— Mac Mi11an, 1972.
26. P. Kirkbride, I.R.Theory and Research, Management Decision, Vol.17, No.4. 1979, pp.3 2 6 - 3 4 1
27- See, for example, R.B.Zajonc, Cognitive Theories in Social Psychology, in G.Lindzey and E.Aronson (eds.), The Handbook of Social Psychology, Reading, Mass., Addison-Wesley, i9 6 0 (2nd.ed. ) . Contrast this with
Tichy's reliance on Zajonc1s earlier work in The Process of cognitive tuning in communication, Journal of Abnormal and Social Psychology, 6 1, 1*9 6 0, pp. 150-167-
28. For the development of Bruner's ideas, see J.S.Bruner and J.M.Anglin, Beyond the Information G i v e n , London, George Allen 8c Unwin , 197^ •
29- H.A.Hornstein, Social Psychology as Social Intervention, p . 223? in M.Deutsch and H .A .Hornstein, Applying Social Psychology: Implications for Research, Practice, and
Training, New Jersey, Laurence Erlbaumm Associates,1975• Ironically, the approach is epitomised by Hornstein,
with Tichy, in their development of a General Change Model (GCM) in work they did at General Motors, with the GCM being laid out in diagrammatic form as a 'structural1
model of cognition (N.M.Tichy, H.A.Hornstein, and J.N. Nisberg, op.cit.).
30. I. Deutscher, What we say/what we do: sentiments and acts, Glenview, Illinois, Scott, Foresman 8c Co., 1973- 31. C. APgyris and D.A.Schon, Theory in Practice:Increasing
Professional Effectiveness London, Josey Bass, 1974. 32.A.M.Pettigrew, op.cit.
33- P - C .Buchanan, Crucial Issues in P.P. in H.A.Hornstein, B.B,Bunker, W.W.Burke, M.Guides and R.J.Lewicki (eds.), Social intervention: a behavioural science approach, New York, Free Press, 1971-