ABSTRACT
Only a very few organizations today are immune to the sweeping changes identified and discussed in the first part of this book. But responding effectively to change means recognizing ourselves clearly and honestly - bringing a level of selfknowledge to the design of both work process and workplace which many organizations still fail to do. It is one thing to talk about breaking down bureaucracies into smaller, more flexible units or to discuss the need to encourage more social communication and cohesion; quite another to gain the clear-sighted perspective needed to identify and remove the barriers which stand in the way of achieving these objectives.
