Technology transfer efforts conducted by the National Forest Service since 1972 provide the base for this work. Problem areas, as identified by the Forest Service, include an inability to acceptability institutionalize technology transfer processes throughout its system and a concomitant hesitancy for technology transfer processing to become an integral part of daily operations. The problems are examined, using an organization development approach, by applying a model which breaks down the Forest Service organization into several major subcomponents. The subcomponents comprising the model are: People, Structure, Technology, Communications, Tasks and Goals, and Environment. An analysis is then conducted to determine the measure of 'fit' among the various subcomponents in terms of their contribution to or hindrance of the technology transfer effort.