DIFFERENTIAL-EFFECTS OF SURVEY-GUIDED FEEDBACK - THE RICH GET RICHER AND THE POOR GET POORER

An organizational development (OD) survey was administered to members of a military organization, supervisory groups received feedback, and a follow-up survey was conducted one year later. We hypothesized that initial levels would predict which supervisors would use the feedback, and that use of the feedback would lead to subsequent improvements. R esults indicated that workgroup (N = 142) perceptions of management-su pervision, supervisory communications, and work-unit climate changed s ignificantly, but differentially, consistent with our hypotheses. Resu lts are discussed in terms of previous meta-analytic reviews of OD int erventions and practice in organizations.