Does Cognitive Style Affect Diagnosis and Intervention Strageties of Change Agents?

Slocum Jr., John W.
August 1978
Academy of Management Proceedings (0065-0668);1978, p142
Conference Proceeding
One hundred and fifty-two change agents were presented with a list of 24 diagnostic questions they might ask the client organization. These diagnostic questions were related to the change agents cognitive style and the tactics most likely used by the change agent to bring about organizational and/ or individual change.


Related Articles

  • Development of the OCIR Model of the Intervention Process. Pate, Larry E. // Academy of Management Review;Apr1979, Vol. 4 Issue 2, p281 

    This article reviews recent efforts to develop a new model of the intervention process called the Organization--Change Agent--Interventions--Results (OCIR) model. He examines a traditional model for organizational change called the Truth--Love model and discusses how OCIR differentiates from...

  • The Effects of Transformational and Change Leadership on Employees' Commitment to a Change: A Multilevel Study. Herold, David M.; Fedor, Donald B.; Caldwell, Steven; Yi Liu // Journal of Applied Psychology;Mar2008, Vol. 93 Issue 2, p346 

    The effects of transformational leadership on the outcomes of specific change initiatives are not well understood. Conversely, organizational change studies have examined leader behaviors during specific change implementations yet have failed to link these to broader leadership theories. In this...

  • The Consequences of Large System Change in Practice: An Empirical Assessment. Harris, Reuben T.; Porras, Jerry I. // Academy of Management Proceedings (0065-0668);1978, p298 

    The impact of a multiple-intervention OD program, involving a number of semi-autonomous units within a large, geographically dispersed organization, was assessed. The research utilized a multiple time-series, quasi-experimental design. The change activities, asserted to be representative of...

  • INTEGRATION Key to M&A Success. Wolf, Renita // Financial Executive;Sep2003, Vol. 19 Issue 6, p62 

    This article presents an examination of the merger and acquisition process and the author discusses how companies can successfully maneuver their way through these deals. The author notes that the integration stage needs to be aggressively managed and management needs to be attentive to all...

  • The Persistence of Flexible Organizational Routines: The Role of Agency and Organizational Context. Howard-Grenville, Jennifer A. // Organization Science;Nov/Dec2005, Vol. 16 Issue 6, p618 

    Once regarded as stable and inflexible, organizational routines are increasingly seen as capable of being adapted to the situation at hand and a potentially important source of endogenous change in organizations. This paper considers why routines that are performed flexibly may nonetheless...

  • Time for a Change. Tan, Adrian // Quality Progress;Oct2010, Vol. 43 Issue 10, p64 

    The article offers the author's insights on how to initiate change in an organization. He notes that knowledge in oneself, of the situation, and concerns are basic on making the change happen. He presents several tips on change management including evaluation of the status of the organization,...

  • TACTICS OF IMPLEMENTATION. Nutt, Paul C. // Academy of Management Journal;Jun86, Vol. 29 Issue 2, p230 

    This study identified implementation tactics used by managers in making planned changes by profiling 91 case studies. Analysis revealed four types of tactics, variations within these tactics, and hybrid tactics. These tactics are described and related to their success rates and conditions...

  • A Life Cycle Approach to Management by Objectives. Hollmann, Robert W.; Tansik, David A. // Academy of Management Review;Oct77, Vol. 2 Issue 4, p678 

    In this article the authors examine the management practice known as management by objectives (MBO) and discuss how the process is designed to work. They note that many companies abandon MBO strategies prematurely due to their concern for immediate results. They compare the MBO process to the...

  • AN INVESTIGATION OF POSITIVE-FINDINGS BIAS IN EVALUATION OF ORGANIZATION DEVELOPMENT INTERVENTIONS. Woodman, Richard W.; Wayne, Sandy J. // Academy of Management Journal;Dec1985, Vol. 28 Issue 4, p889 

    This study investigated the possibility of an inverse relationship between methodological rigor and positive results from organization development (OD) interventions in OD evaluations published between 1978 and 1983. The present study attempted to improve upon earlier investigations of the same...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics