ABSTRACT
Managers, administrators, and other practitioners in human service organizations regularly encounter problems calling for planful change and innovation yet, as Patti (1978) and others have indicated, relatively little attention has been given to the developmental requirements of these roles. Design and development (abbreviated hereafter as D&D) is an emerging area related to social R&D (Rothman, 1980), developmental research (Thomas, 1978a, 1978b, 1980, 1984, 1985, in press) and model development (Mullen, 1978; Reid, 1979; Paine, Pellamy & Wilcox, 1984) that may make many contributions to organizational management. Among the advantages of employing the contributions of D&D in organizational innovation are that they can provide for more control of managers and others over the innovations evolved and developed, help prevent indiscriminate borrowing from other fields, make the process of innovation more systematic and orderly, and increase the likelihood of generating better innovations to meet organizational goals.
