A three-year study was made at a printing firm which had experienced rapid post-war expansion followed by conditions of tension, uncertainty, and confusion when some product lines were found to be in over supply or unprofitable. There was a growing distance between management and workers. An experimental program for three of the five company departments was designed to increase emphasis on the work group, supervisor supportive behavior, employee participation in decision-making, and work group interaction. Criteria of effectiveness were established: (1) increase in employee satisfaction, (2) increase in productivity rate, (3) decrease in waste rate, and (4) decrease in absence rates. It was shown that the three departments succeeded in changing their organizational structures and processes and that the control departments showed little or no change. Evidence was less convincing in respect to machine efficiency, waste and absence rates. Because experimenters' control over events and conditions was limited, the results cannot be conclusive. However, the experiment appears to have been a success. The study was originally published in 1963. (MS)