This study reports the results of a quasi-experimental field study measuring the effects of three Organization Development (OD) interventions conducted in a large, geographically dispersed organization. The OD interventions were designed to improve the climate, leadership, group process, and overall performance of experimental units through a series of activities aimed at providing a philosophical base for change; building effective team relationships and problem solving skills; and alteration of techno-structural and social variables impeding efficiency of the work unit. A comparison of results from approximately forty experimental and control sub-units (randomly assigned to these conditions) provides the basis for the first part of this analysis. A second comparison was made using those experimental units who had received a relativel more intense treatment. The findings show that the effect of the interventions was largely negative on attitudinal and behavioral variables describing organizational and individual processes. The higher intensity treatment condition generally yielded more negative effects, particularly as perceived by managers. However, some outcome variables such as self-actualization and several measures of unit performance showed an unexpected improvement given the negative process changes. Attempts were made to explain this anomalous decoupling of process and outcomes, the differential effects on managers and subordinates, and the generally negative effects of the interventions.