ABSTRACT
Team-building constitutes a common family of OD designs, and for good reasons (e.g., Dyer, 1987). Those designs have substantial success rates, as Chapters 1 and 4 suggest. This record implies that interveners are generally quite clever in fitting design variants and values to specific settings, despite the general theoretical failure to explicitly provide for differences likely to be encountered in large collections of small-group settings, despite attractive beginnings (Bowers and Hausser, 1977).
