ABSTRACT
The core skills of organization development (OD) intervenors certainly lie in "process observation"—the focus on what is going on between individuals and groups, for the purpose of helping people understand and cope with those dynamics. This develops a greater consciousness of the products of human interaction for the purpose of transcending those products—becoming more the master of processes by an awareness of them, and adapting them to purposes by greater consciousness of them. T-Groups or sensitivity training were in full bloom in the 1960s, and their major attractions included the intensive opportunity for many to hone skills of process analysis and intervention. Prodigious numbers of OD resources were turned out by some organizations, such as the United States army, but they focus for understandable reasons on survey feedback. Moreover, although team-building is common, such efforts provide less generous and benign nurture for co-facilitation and for practice than did T-Groups.
