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The facilitation of organizational change: an empirical study of factors predicting change agents' effectiveness

Article Abstract:

This article presents results of an investigation of whether the personality characteristics and behavioral tendencies of effective organization development (OD) consultants differ significantly from those of less effective ones. From an extensive review of the literature by the author and a panel of three judges, three categories of characteristics were derived for testing: openness and responsiveness to others' needs and concerns, comfort with ambiguity and the ability to make sense of it, and comfort for oneself in relation to others. The study subjects, 105 OD consultants in the U.S. Navy, completed three personality instruments. Peers, fellow consulting team members, and superiors of these consultants (also OD consultants) also rated the subjects' consulting effectiveness. Multivariate analyses showed a strong, significant relationship between consultant effectiveness and the characteristics assigned to the three categories. The results strongly support the hypotheses that the personality characteristics and individual tendencies of effective OD consultants differ significantly from those of less effective consultants. (Reprinted by permission of the publisher.)

Organizational effectiveness, Consultants, Consultants (Persons), United States. Navy, Personality, Personality (Psychology)

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Individual strategies for coping with stress during organizational transitions

Article Abstract:

This article examines the coping mechanisms employees used to adapt to a major organizational transition. Research was conducted to assess both coping resources and coping responses. The sample consisted of employees of the Bell Telephone System who had to cope with the company's recent divestiture. The results of a multivariate analysis suggest that perceived uncertainty and fears about the impact of the transition were related to employee stress. This relationship was only moderately affected by the coping mechanisms. Feelings of personal control and the ability to tolerate ambiguity were linked with improved stress levels, whereas active attempts to structure the situation by obtaining information and feedback either failed to affect or actually increased stress levels. The author concludes with implications of this research for the management of change. (Reprinted by permission of the publisher.)

Management, T, Human resource management, Management research, Stress (Psychology), American Telephone and Telegraph Co., Life skills

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