ABSTRACT
Since the earliest appearances of Organization Development (or OD), and especially in the public sector, commentators have emphasized the relevance of the interface between what is classically labeled Politics versus Administration-roughly, the policydetermining versus technical or implementing arenas. Thus, Golembiewski (1969) warns that what with so many things subject to “going political,” at so many points in time, in response to such a broad range of stimuli, OD faces special challenges at the interface. Other observers have been absolutely dour concerning planned change anywhere in the public sector, and nowhere less optimistically so than at the interface (e.g., Burke, 1980).
