Presents a case study which illustrates the use of employee communications in implementing corporate culture change, by reference to the concept of value statements. The study utilized structured interviews, questionnaires, participant observation and unobtrusive measures. Suggests that organizational group structure plays a role in determining familiarity with corporate value statements, but plays little part in their subsequent practice. Provides evidence of a “values gap” whereby values are understood but are not subsequently put into practice. Provides evidence to suggest that a “tall” organization structure will be less likely to be viewed as practising its own value statements than a flatter organization structure. Suggests possible rationales behind this, and means by which this may be overcome.

This article addresses the subject of organizational termination, suggesting that it is an appropriate concern for the field of organization development. The author's consulting experience with one dying organization and the intervention strategies with which he experimented are described. Also described are the behavioral reactions of the staff to their organization's termination, which are categorized into conceptual patterns: paralysis, catastrophic fantasizing, exag geration of organizational hierarchy and power, language shifts, personal disaffiliation with the agency, and so on. It is concluded that (a) organizational termination is an important, challenging issue for organization development; (b) that present OD methodologies are inadequate for the task of consulting an organization undergoing termination; (c) that OD, if it is to be successful in these circumstances, must find practical focal issues and (d) that it is the con sultant's responsibility to become expert enough to develop these answers.

Argues that groups within the organization play a significant role in enabling it to face a hostile environment. Describes how groups translate their culture into work patterns and argues that this is an important factor in any change programme. Questions the motives and effectiveness of culture change programmes. Questions the use of corporate structural reorganizations as a response to external environmental factors and suggests it may not be as effective as may be thought due to these groups. Concludes that the paradox of stability and change must be created to manage the organization effectively through these turbulent times.

Inevitably there will be a grapevine. This will pass news and information quickly, but it cannot be relied on and is likely to encourage ill-informed rumour. It must not be allowed to replace other methods of workplace communications[1].So say ACAS in their advisory booklet on Workplace Communications. This reflects a common view that the grapevine is a communications method that is to be suppressed wherever possible, usually through the use of formal management-initiated communications.However, despite this advice, and the efforts of many companies to limit or disapprove of its use, it is still extremely prevalent. In one recent survey conducted by the author, two-fifths of the respondents obtained company information and nearly a third received job information through the grapevine most or all of the time. Its results supported the conclusion of Hussey and Marsh[2] who pointed out that employees "had a belief in common that the 'grapevine' usually pre-empted anything which management had to communicate". However, this pre-emption does not necessarily imply a lack on the part of the formal communications system. Contrary to popular belief, the grapevine does not merely fill the gap created by ineffectual formal communication systems. It thrives on information fed into it through formal channels. If accurate and useful information is fed into it, it is a valuable support system for the formal system [3], helpful in facilitating organizational goals [4].

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