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The practice of organization development, a field of many paradoxes, is built on a philosophy about the compatibility of personal growth and organized work. This essay explores the values of science, democracy, learning, and work that underlie this philosophy; speculates on the "identity crisis" experienced by many practitioners; and suggests that thinking of OD as action research based on planned intervention will lead to greater success than thinking of OD as planned change.

In correcting Rickert, Weber was influenced by Dilthey when he accepted the central place of interpretive understanding in the Geisteswissenschaften. But it was partly the influence of Husserl that led Weber to correct Dilthey's psychological reductionism in two respects, both of which are important in Weber's concept of ideal types: (1) categorial understanding, such as we have not only in mathematical analysis but also in the analysis of rational action, does not depend on psychological peculiarities, and (2) perceptual understanding, such as the investigator may have of irrational and nonrational action, is not given by immediate intuition alone but is partly constructed, and the validity of the construction must be tested by causal analysis. The author argues, further, that there is a phenomenological aspect to Weber's well‐known types of authority, for example.

Reports on a pilot project of Arkansas Enterprises for the Blind to train qualified persons to work as Taxpayer Service Representatives for the Internal Revenue Service (IRS). All the 230 persons trained since 1967 have been employed in various IRS offices across the country, and many have received commendations and promotions.