SUBSYSTEM CONGRUENCE - A STRATEGIC CHANGE MODEL FOR PUBLIC ORGANIZATIONS

This care study compared the attitudinal/behavioral outcomes of partic ipants and nonparticipants involved in strategic cultural change. The research was conducted in a large public organization using the Human Relations Model (i.e., participation --> satisfaction --> organization change) to facilitate organization change. it was hypothesized that p articipants would have higher levels of quality-of-working life than n onparticipants. The results of the study did not support the hypothesi s. It appears that a more systemic change process is required in strat egic change processes. A discussion of a holistic change model, Subsys tem Congruence, is also presented.