ABSTRACT
"Beacon I" distinguishes clusters of ODers prominent in published materials and in professional conferences. A small cohort reflected an optimism about success rates for organization development (OD) applications, and especially in the public sector; and the larger and dominant chorus of pessimists took the contrary position. "Beacon II" adds four points to the beginning made in "Beacon I" of a possible explanation of the curious silence. First, and perhaps an issue that might have been better disposed of in Beacon I, the success rate literature may be perceived as shoddy and unconvincing, more or less by all. Second, success rates may be widely seen by ODers as largely beside the point, if not an absolute drag. Third, the literature on success rates may simply have come at an awkward time-if for different reasons for two relatively distinct clusters of ODers. Fourth, the silence re success rates may in some measure derive from the learning style dominant among ODers.
