The Industrial Democracy Programme (IDP) of Norway seeks to create conditions for a self-supporting change process in industry, rather than implementing a ready-made model, believing that it is more valuable for employees to learn to change their organization than for the specific solution to be found. The central problems, therefore, have been to build up involvement, commitment, and competence in the work-force, so that the responsibility or "ownership" of the project is taken over by those affected by the changes. The strategy has been to work through the existing (management and union) power structure, to set up a limited (in time and space) experiment or demonstration in a shielded area, and let the "force of the example" be the dynamic factor in the diffusion process in the whole plant. To make the first step toward experimenting with new forms of work organization and job design, establishing autonomous work groups has been quite effective. (Before dealing with implications, the speaker describes fairly concretely two cases from projects in which IDP has been involved.) The autonomous work group system has to be combined with training and supported by a system of resource persons or departments able to contribute in joint problem solving. (Author/AJ)