The Keyboard Company

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John Zoltan, president of the Keyboard Company, decided to implement an OD change program in his company and started an internal OD consulting group. To accomplish this goal, he hired four young M.B.A.s, a behavioral specialist with some training in industry, a sales representative, a specialist in group dynamics with no industry experience, and an OD expert in the military. Three of these four people were very inexperienced in OD change programs.


There were some problems encountered in planning the change program; since these four people were hired from outside the company they were not familiar with the culture of The Keyboard Company. They also failed to do an assessment of needs to see what kind of changes were needed or if changes were needed at that time. There was a diversity of ideas among the group members, which hindered them from working as a team. The group did not have a structured change program, and their inexperience contributed to their lack of leadership. Another major problem is the fact that they did not have a vision, and did not have communication with the employees.


Some of the members of the group wanted to bring about change by using a confrontational and aggressive approach, the other members wanted to be accepted first and favored more gradual changes.


Another major problem is that the president, John Zoltan, who initiated the need for an OD change program, neglected this project and left to Asia to get involved in another project. He did not make himself available to some members of the group, however, he made himself available for other members of the group. Obviously, Mr. Zoltan was not dissatisfied with the way the company was running because if he had been dissatisfied, he would have had a greater motivation for a change program.


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