ABSTRACT
This chapter deals with workers' participation in a Greenfield site design project, and a parallel development and implementation of a more general process of change across all production facilities of a large corporation. The project is actually being conducted within the current Norwegian version of the Tavistock tradition. In parallel, the joint management/union working parties continued to discuss change strategy across all production facilities. They also visited a number of advanced enterprises in Norway and abroad, sometimes with the Hermod team and sometimes on their own, and drafted a set of reports, which were finally accepted by all parties. Hermod is seen as an important example of the new corporate strategy in practice. New, decentralized, flexible, cross-disciplinary forms of work organization are spreading quite rapidly in some industrial sectors. The offshore petroleum industry in Norway has a somewhat idiosyncratic pattern of industrial relations.
