| Summary: | The major purpose of this study was to analyze and evaluate the changes involved in the planning and establishment of a child development institution, the John E. Boyd Center for Child Care and Development, and the role of administrative leadership required to establish it. The study includes a description of the context of historical, political, social, and educational factors asociated with the Center, the changing needs of society, conflicts with local church authorities over the former day nursery that preceded it, and the ensuing litigation that resulted in a commitment to build a new institution. The period studied was from 1960 to 1980, with the actual process of organizational change taking place between 1969 and 1978. Effecting change while studying change was the central focus of the author's study. As administrator of the organization, the author sought to put into practice, and then evaluate, the theories of organizational change and organizational dynamics of Ronald G. Havelock and Kurt Lewin. The study documents a dynamic process of organizational change that was, in fact, successful, and concludes that the theories in question are empirically valid and useful, even when modified, as in this case.
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