THIS CHAPTER OF A LARGER WORK ON THE SOCIOLOGY OF ORGANIZATIONAL CHANGE SUGGESTS GUIDELINES FOR USING LABORATORY TRAINING WITHIN ORGANIZATIONAL SOCIAL SYSTEMS. THE ULTIMATE AIM OF SUCH TRAINING IS NOT ONLY TO IMPART HUMAN RELATIONS SKILLS TO THE PARTICIPANTS, BUT ALSO TO CHANGE ORGANIZATIONAL VALUES SO THAT HUMAN FEELINGS ARE REGARDED AS LEGITIMATE. THE EFFECTIVE CHANGE AGENT NEEDS PROFESSIONAL AND HUMAN RELATIONS SKILLS, NONAUTHORITARIAN STYLE, AND THE ASSURANCE OF ACCEPTANCE WITHIN THE TARGET ORGANIZATION. MOREOVER, TRAINING GOALS MUST BE APPROPRIATE AND FEASIBLE, THE TARGET SYSTEM AND ITS HIGH OFFICERS MUST BE PREPARED FOR, AND ORIENTED TO, LABORATORY TRAINING, AND PARTICIPATION SHOULD BE STRICTLY VOLUNTARY. (THE DOCUMENT INCLUDES 17 REFERENCES, THREE CASE HISTORIES ILLUSTRATING CAUSES OF LABORATORY TRAINING FAILURES, AND A FIVE-STEP MODEL FOR DIAGNOSING THE STATE OF THE TARGET SYSTEM.) THIS DOCUMENT IS CHAPTER 8 IN CHANGING ORGANIZATIONS, BY WARREN G. BENNIS, WHICH IS AVAILABLE FROM MCGRAW-HILL, NEW YORK. (LY)