ABSTRACT
It is sometimes assumed that behaviour analysis is not a suitable technique for making organizational change interventions. This seems to be based on the belief that because the approach involves defining specific behaviours of individuals it can only be used to change individual behaviour. We have seen in the previous chapter that this is, in fact, not true. It is sometimes further suggested that any major change in organizational culture involves a re-appraisal of the way that individuals perceive the organization and that such a cognitive re-organization is outside the scope of this methodology. For this reason many OD projects involve complex plans for the structure and culture of the changed organization and then set up elaborate programmes to train people in new procedures and to change attitudes. As we suggested in Chapter 2, the latter is very difficult, if not impossible, to do. However, all organizational change obviously depends, at root, on behaviour change on the part of individual members of the organization and, as we have seen in previous chapters, the behavioural approach is an ideal method for bringing about such change. There is also evidence that once behaviour has changed attitudes and perceptions will also adjust in line. The following case study illustrates how the behavioural approach was very successfully used in a major change intervention.
