Addressed to managers, students of management, and organizational development (OD) practitioners, this handbook concentrates on the joint management of change, and presents particular methods that have proved useful in realizing change within business, government, universities, and many other institutional settings. Beginning with factors that challenge organizations to change, Part 1 outlines symptoms of organizational health and illness, then offers a definition of OD followed by steps for launching it. Functions and qualifications of a skilled OD arbiter or "third party" are also indicated. Part 2 presents four case studies which trace day to day change processes accomplished by intergroup team building and various other means. Part 3 describes about 30 basic approaches or tools (plus variations) commonly employed in OD to bring about change, collect information, produce better meetings, and improve the quality of relationships. An index and 19 references are included. (LY)