ABSTRACT
This chapter discusses, from both a theoretical and an operational point of view, one of the problems that arise in the application of social science, concerning the conflict and rivalry among social scientists that is part of the scene and for which organizations are providing an arena. Social scientists tend to identify more easily with one or the other of the orientations and their choice has operational consequences. Many social scientists would reject the maximizing of the Hawthorne effect as a tool for healing, except perhaps in cases of extreme emergency. Basically, there are two objections to "organization development" programmes, and both are to the label. First, there are very many ways of contributing to the development of an organization, and it is misleading to use this description for a limited activity that may lead people to think that it is comprehensive. Second, what these programmes often do is to provide opportunities for the personal growth of individuals.
