An effort is made at defining the lessons of the sixties as they relate to the understanding of processes of social and organizational change. This essay examines the theory of change that emerged in the sixties, describes how the current condition in the United States indicates the wrongness of this view, and suggests a reformulation based on a psychological perspective that implies a different strategy for organizational change. The task of change is above all a task in developing political theory. Further, this theory must take as its main focus the position of the individual in the formal organization; and, because the relation of the individual to his organizational role is so personal, the theory must be essentially psychological. The Freudian-behavorist and humanistic models of psychology have failed to provide an adequate explanation of the role of the individual in the organization. The analytical psychology of C. G. Jung provides the base for a new explanation--the dialectical organization. A dialectical organization is marked by the mode of communication within it, by its stability, and by the functional nature of the authority held by people within it. (Author/IRT)