Knowledge that Transforms

The studies of M. Sherif and C. W. Sherif on conflict and cooperation between groups are analyzed briefly in chapter 7. The findings of these studies are relevant to real-life organizations in that both conflict and cooperation processes are simultaneously present in them. Shared interests exist side by side with conflicts and oppositions of interest on such matters as division of the income arising from collaboration, allocation of resources, distribution of prestige and power, and recognition of contribution (p. 1 26). The presence of conflict in organizations is central to Sofer's discussions of Between Management and Workers, and Between Colleague Groups, chapters 1 7 and 1 8, respectively. These two chapters together with chapter 1 9, Professional Intervention in Conflict and Change, contain details of the mechanisms contained in bureaucratic organizations for controlling, lessening, and in some cases suppressing intergroup conflict. In other words, the significance of the classical social psychology experiments on conflict and cooperation within and between groups is readily appreciated as one looks at the processes of leadership, conflict, and change in organizations as Sofer has done in the final section of his book.

Richard L. Sutton This study explores selected aspects of the linkage between political culture and the change-agent organization. Daniel Elazar's characterization of the American states as having predominately a traditionalistic, moralistic, or individualistic political culture was taken here as a measure of state political culture. State planning and development agencies were identified as change-agent organizations. The analysis examined the effect of the cultural context on state governmental innovation, fiscal support for change-agent organizations, the character of organizational activity, and the presence or absence of organizational boards. The findings indicate that variations in the character of the cultural context affect all of these factors.1

The book is a valuable contribution to work on socio-economic development. The reader gains a healthy appreciation of the difficult realities of workers and managers in Latin America. Though both groups are linked through the production process, they live in strikingly different worlds. Many of the findings generalize easily to the Asian and African areas of the Third World. A wide range of professionals and students in the behavioral sciences and developmental disciplines should find the book engaging and useful.