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Organizational Shifts Within the U.S. Forest Service: A Case Study of Senior Willamette National Forest Employees Public Deposited

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https://ir.library.oregonstate.edu/concern/graduate_projects/02870x47d

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  • The U.S. Forest Service has been forced to adapt to numerous changes over the last three decades. These include a dramatic reduction in workforce, a declining budget, and controversial lawsuits. Moreover, recent agency wide studies suggest that within the Forest Service a new resource management paradigm has emerged that differs greatly from its previously timber dominated one. This study compliments previous research about the Forest Service by using semi-structured interviews with senior Willamette National Forest staff to examine the perceived organizational changes that have occurred within this specific forest during the last thirty years. Interviewee’s answers are analyzed and coded using Mintzberg’s and Westley’s framework for organizational change. The results of this study suggest that in the last three decades the Willamette National Forest has been challenged to address a number of internal and external forces by becoming smaller, more collaborative, and diverse. Likewise, responses suggest that the Willamette Forest is currently within a transition stage of change and continues to search for its organizational identity.
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