ABSTRACT
This chapter considers the general organization features have been adapted to meet the needs of local governments. The fact many local governments operate as self-contained systems has important implications for organization development (OD). Local government is different, then. On the positive side, it offers opportunities for total system change that are rare in large public organizations. Diagnosis provides valuable evidence that may support or challenge perceived problems or needs and, therefore, can help shape the contours of an effective intervention strategy. Working in tandem with diagnosis is the equally important concern of providing feedback to those groups perceiving a need for intervention. Assuming that a local government employs a process something akin to the action research model, then choice and design of an intervention becomes crucial. The rule of thumb is this. In local government, successful OD interventions need to involve every level in the system above the target problem point.
