A facet design describing the theoretical and empirical interrelationships among five forms of work commitment (Protestant work ethic, career salience, job involvement/work as a central life interest, organizational commitment, and union commitment) is presented. The analysis reveals that these concepts are partially redundant and insufficiently distinct to warrent continued separation. Suggestions for advancing the study of work commitment are rendered.

This paper relates the project planning process and implementation. An implementation approach is determined by the manager's choice of power bases to be applied and techniques to be used lo enhance the prospects of plan adoption. Sixteen planning environments are defined by the degree of centralization, amount of complexity, type of production, and emphasis on efficiency. A framework is proposed that suggests an implementation approach for each of the environments.

Kuhn's (1970, 1974) concept of paradigm development and the concept of dialectical materialism are used to demonstrate how formal planning may cause intraorganizational contradictions and endanger an organization's viability. These concepts are integrated by a model of planning dysfunctionalities. Ways to resolve such contradictions are discussed, and questions are suggested for empirical investigation.

Five ethical dilemma categories faced by organizational development interventionists and client systems are presented. Relationships between the change agent and the client system are explored, utilizing the Katz and Kahn (1966) role theory perspective. Appropriate roles for both change agents and client systems are discussed in relation to the stages of change, using a process/relational model; and 31 specific ethical dilemmas are discussed in relation to their impact on the OD process.