Common Behavior Changes in Successful Organization Development Efforts

Abstract

Finding that the field of organization development (OD) suffers from a lack of a unifying theory ofplanned organizational change and the difficulty of integrating research based on diverse methods and models, the authors propose a model in which on-the-job behaviors of organization members act as important mediating variables of organizational change. The article discusses a study seeking to identify and specify common behavior changes characteristic of successful change efforts. The authors surveyed 42 of the top scholars and practitioners in the field, using telephone interviews and open-ended questions. The participants nearly unanimously reported behavior changes common to their interventions and showed at least moderate agreement as to what those changes were. Furthermore, the participants' theoretical orientations and professional affiliations did not cause them to differ as to the behaviors they reported.

Linking employee behaviour to external customer satisfaction using quality function deployment

“…In addition it has been recognized that the behavioural responses can be grouped into repeating patterns. Researchers such as Ashforth and Lee [7], Jaworski and Young [8], Merchant [9], Porras and Hoffer [10] and Vardi and Wiener [11] have all grouped behaviour patterns into repeating sets. They have particularly focused on those that are considered to be negative patterns in terms of organizational performance so that they can be identified and removed.…”

“…improved performance [10]. Research into specific OJB patterns is relatively infrequent but has been extensively discussed by Robertson et al [17].…”

Developing basic training programmes: a case study illustration using the Delphi method in clinical psychology

“…Christian, 1984) or otherwise (West & Farr, 1989). This is partly as a number of different groups have investments in the academic curriculum, and therefore must be involved in the decision-making process if development is to take place (Porras & Hoffer, 1986). Also, the decisions that need to be made are complex, as they require consideration of the strengths of the current academic curriculum, as well as an examination of areas that could be further improved.…”

Communicating change

“…Studies by Porras and Hoffer (1986) have shown that certain behaviors are critical in organization change programs. They found that openly communicating (sharing intentions, listening) and collaborating (making decisions in teams) were the behaviors most related to success.…”