ABSTRACT
This chapter escalates the scale of Organization Development (OD) to encompass five cities. It sketches one major effort with five cities and has offered a preliminary catalog of outcomes. The public administration literature does contain early warnings as to OD usefulness, and several students associated with public administration have become major contributors to the OD literature. Suburban Intergovernmental Network for Management Development (SIGN) is out front of public administration practice in important regards, even as it focuses on what are ubiquitous issues for the discipline. The SIGN program was focused at the administrative level and was sponsored by the city managers with council approval but without active council participation. The network provided a support system that could be called upon from time to time, as needed OD interventions were discussed in the Advisory Committee, but more with the intention of information sharing than advice seeking.
