There have been many earnest attempts to make the behavioral sciences useful to business, government, and service institutions. In addition, most behavioral scientists do a better job of communicating technical findings to each other than they do of communicating the relevance of their research to practicing managers. Other findings relate to individual insights or knowledge which is hard to build into the organization’s life stream. Even though management has sought for years to grasp and implement the important findings of behavioral science research, the task has proved more difficult than it first seemed. Strangely enough, large-scale organization development is rare, and the measurement of results is even rarer. In the process, the article also describes a rather new approach to management development and, more broadly, to organization development. The link is important because it suggests some answers to a long-standing problem in industry: how to test and demonstrate the large-scale usefulness of human relations research and teaching. This article describes how behavioral science concepts of team learning form a link between individual learning and total organization development.
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