BOOK REVIEW

Title: Management and Organization Development

Author: Chris Argyris
Publication: McGraw Hill Book Company, 1971

The book being reviewed focuses on the interpersonal behavior of top management
groups (TMG) and how they can make it effective in order to contribute to organization
development. While the title gives the impression of a comprehensive coverage of issues
related to management and OD, Argyris limits the scope of the book to the subtitle, ‘The
path from XA to YB’. The book builds around the X and Y theory given by Douglas
McGregor on management assumptions about people. The writer associates Pattern A
with theory X and Pattern B with theory Y, which represents his findings on interpersonal
behavior, group dynamics, and organizational norms. Based on an observation of around
45000 units of behavior in 163 meetings, Argyris classified them into categories and
summarized them graphically. The level-I represents the individual & interpersonal
behavior and the level-II represents norms of the group.

The book deals basically with exploratory research, employing the methods of
observation and interviews, with the focus being on a qualitative content analysis of the
various processes. While the introduction part deals with the basic theory on which the
book revolves, the major portion deals with management experimentation in three
organizations on their path from XA towards YB. The study is of three organizations A,
B & C, with different technologies, at different points in time, with 3 significantly
different histories and accomplishments in OD activities, with a common objective to
design more effective organizations and raise quality of work life. Each section deals
with the nuances of the different organizations, what the client perceived as problem,
what were his expectations from the OD interventionist and what the OD practitioner
diagnosed as the problem. The last two sections are devoted to the conclusions of the
research. The results were surprising in the aspect that though there were significant
differences in the organizations, the scores were similar. All the management systems
were dominated by pattern A. Different executives tended to behave in the same manner
when participating in the group meetings. While they blamed lack of cognitive maps and
new designs to guide them in their objective, they were unwilling to look inward to
ascertain the problems they were causing. Moreover YB was viewed as leading to soft
management and the transition was both frustrating and uncertain. Throughout the book
emphasis is laid on the role of the interventionist, how he deals with the problem, how he
evaluates things and discusses with the group. There are tips on how he is supposed to
deal with a particular situation, and what his reactions should be. The author concludes
with some broad generalizations on human behavior in group situations and the
challenges before the OD interventionist.

The overall approach of the book is like a surgeon, undertaking exploratory surgery. The
author opens up a number of issues and problem areas, without suggesting any answers
or remedies. While deriving certain observations, he provides advice to other
interventionists on how to go about it, and criticizes the comments of other contemporary
practitioners during the same period, based on his observations. While he raises questions
and hypothesis, the conclusions are based on speculations in the absence of systematic
theory or empirical data. The book clearly reflects the stage of OD in the early 70’s when
it was a developing field of study and the efforts were on experiential learning and
research.

The book has been primarily written for OD interventionist or consultant and line
executives and looking at the style adopted it would be difficult for undergraduate &
graduate students (the other intended audience) to comprehend much of the proceedings.
While there is a broad framework, the author tends to lose track midway, bringing in a
number of issues. While much space is devoted to the statements of the individuals and
the role of the interventionist, the author makes very little effort to explain the basic table
of categories of behavior, which is used for analysis throughout. The reader has a difficult
time keeping track and understanding the basic issues. The sentences are very often
confusing and difficult to comprehend (Sample – “In summary, the factors that the client
system discouraged supported the factors that it encouraged, which, in turn, supported
the present makeup of the system, which was precisely what required modification.”).