This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Google Scholar Articles by Jenks, R. S. Search for Related Content Social Bookmarking                   What's this?

An Action-Research Approach to Organizational Change

The Whittemore School of Business and Economics, University of New Hampshire.

This paper is concerned with the development, testing, and application of a research instrument designed for use in organizational settings as an integral part of organization change and development efforts. The instrument fits in the category of Leavitt's (1965) so-called "people approach" because it is based on bringing about organizational change by changing the interpersonal relations of the organization's members.

Most helpful in bringing about change in interpersonal relationships are systematic data about the relationships. The organizational Q-sort instrument examined here was designed and developed to provide such systematic data for face-to-face workgroups. The development of a Q-sort instrument, which gathers and organizes data concerning perceptions of behavior and feelings regarding a particular problem facing a workgroup, is described in detail.

The application of the instrument in an organizational field setting is examined and evaluated in terms of (a) the usefulness of the instrument, (b) the extent to which it is a meaningful part of an organizational change and development project, and (c) the results obtained. The results are given both quantitatively (by means of statistical analysis) and qualitatively (by means of content examination in three categories: characteristic items, uncharacteristic items, and discrepant items). The impact of the results in the organizational setting is examined. Further developmental possibilities of the instrument are mentioned.

CiteULike    Connotea    Del.icio.us    Digg    Reddit    Technorati    What's this?

This article has been cited by other articles:

				A. A. Armenakis, H. S. Feild, and W. H. Holley Guidelines for Overcoming Empirically Identified Evaluation Problems of Organizational Development Change Agents Human Relations, December 1, 1976; 29(12): 1147 - 1161. [Abstract] [PDF]

				B. Cunningham Action Research: Toward a Procedural Model Human Relations, March 1, 1976; 29(3): 215 - 238. [Abstract] [PDF]

				J. E. Hautaluoma and J. F. Gavin Effects of Organizational Diagnosis and Intervention on Blue-Collar "Blues" Journal of Applied Behavioral Science, October 1, 1975; 11(4): 475 - 496. [Abstract] [PDF]

				J. Lomranz, M. Lakin, and H. Schiffman Three-valued Typology for Sensitivity Training and Encounter Groups Human Relations, June 1, 1973; 26(3): 339 - 358. [PDF]