This article identifies the description of OD phases as one of the fundamental theoretical problems in the field of organization de velopment. Although phase models have been proposed for over 30 years, consensus has not emerged regarding the model most ap propriate for OD. This article articulates seven key criteria for evaluating phase models in OD and uses these criteria to evaluate over 30 past phase models as well as the phase model proposed in this article. Three approaches to OD phase analysis-the theoreti cal approach, the historical approach, and the intervention approach—are identified and specific models and examples are re viewed within each approach. Because no previous phase model satisfies all seven criteria, a phase model is developed that approxi mates as closely as possible the optimal solution to the phase prob lem. This four-phase model of exploration, planning action, and integration satisfies all seven criteria. The validity, generality, and utility of the model are supported by demonstrating that pre vious phase designations can be meaningfully subsumed under this four-phase model. Finally, the article demonstrates that phase analysis has important implications for OD case studies. The four- phase model presented here can be used as a standard yet flexible structure for reporting and integrating case studies of OD. The useof standard phase designations provides a foundation for accumulating knowledge across multiple OD case studies and for testing theories and hypotheses of OD using rigorous statistical methodology.

Gainsharing is an important organization development intervention, yet many of the basic questions have not been answered. This paper addresses these questions by developing a conceptual model and using the model to review the case study literature on gainsharing . The plans varied in terms of structural factors, implementation factors, and situational factors, and a majority were successful. Gainsharing impact was found in five key areas: organizational effectiveness, individual quality of work life, ideas and innovation, labor-management cooperation, and pay. Relevant research is briefly reviewed and several unanswered questions are identified for future research.

This article identifies some potential problems in meta-analysis research and suggests 14 specific criteria for evaluating the quality of meta-analysis research. The analysis is based on a review and replication of a meta-analysis research study. Our replication of the Terpstra (1981) study on methodological rigor in OD research found no evidence of positive-findings bias in OD. Our review of that research study identified a series of methodological problems that are applicable to other meta-analysis studies. These general problems are discussed, and some solutions are offered.

A model of the effects of structural, implementation, and situational factors on the success of gainsharing plans as organization development interventions was tested using a case meta-analysis. Data were derived from 33 case studies of gainsharing plans implemented over 50 years. The authors found that several structural features and implementation practices significantly predicted gainsharing success: employee involvement in plan design, use of outside practitioners, formal involvement structures, and employee favorability toward the plan. With the exception of participative management style, situational conditions did not correlate with gainsharing's success. Success was robust across organizational size, union status, technology, and environment. The authors conclude that case meta-analysis allows researchers to discern patterns of relationships in OD cases and to test specific hypotheses by capitalizing on naturally occurring covariation in OD practice

In British Columbia, Canada, interest in community forests has steadily increased over the last decade. In part this may be a response to pervasive conflict over forest management. This article outlines three broad bases of conflict: communicative, personal dynamics, and process issues; these are used to create a framework for discussion of issues and perspectives seen in the community forestry literature. There can be a tendency to view community-based resource management as a panacea in conflict settings, but community forests have the potential to both mitigate and create conflict, and in some places their would-be success may be diminished by excessive expectations.Keywords British Columbia, community forestry, conflict, forestry planning, forest resource management, land use planning This article considers community forestry as a policy response to forest management conflict. The discussion is based on the case of British Columbia (BC), Canada, a jurisdiction where over the last two decades there has been considerable conflict over forestry planning and practices. We outline three broad origins of conflict: communicative=deliberative, personal dynamics, and process issues. These form a framework for examining how ideas about conflict can inform community forest policy. The first section provides a brief overview of the management setting with an emphasis on the BC forest tenure system and recent community forest policy. The second outlines conflict as a dynamic and critical aspect of forest management and presents a theoretical framework that can be used to guide analysis. We conclude with a discussion of the conflict mitigation and creation potential of community forestry.