Toward Building New Work Relationships: An Action Design for a Critical Intervention

Abstract

This study has two central themes, both relevant to application of the behavioral sciences in "real-life situations." First, considerable psychological trauma can be generated by events such as the demotions reported here. Second, substantial evidence suggests that a learning design based on the laboratory approach can significantly moderate such trauma. Methodological problems prevent our assigning all observed effects to the learning design, but there is strong presumptive evidence that this action design is one way to apply in organizations the forces often observed in the development of the miniature societies that are T Groups.

Taxonomies of Organizational Change: Literature Review and Analysis

“…, initiation (Carkhuff & Berenson, 1976) * goal setting (Kolb & Boyatzis, 1974;Carroll & Tosi, 19731 McClelland & Winter, 1969) f feedback (Kolb & Boyatzis, 19741 McClelland & Winter, 1969) "psychological success" (Golembiewski, et al, 1972; Brown, 19 2) 4. Mana ement Skills (McClelland, 1975) or "executive function" (Lieberman, Yalom & Miles, 1973) I-" I!.…”

“…Anticipation or experience of psychological success increases client motivation and commitment. Golembiewski et al (1972) and Brown (1976), for example, note that clients who have experienced successful change efforts are more willing to explore additional ways to utilize a change agent's skills. Change agents may create feelings of psychological success by providing examples of successful interventions in analogous settings, initially selecting modest change goals that clients have a high probability of accomplishing, getting some tangible "wins" early in the process, and generally reinforcing any change behaviors by the client.…”

“…More importantly, particularly where the change effort is one of tackling system-wide problems, involvement demonstrates a readiness to look at all manifestations of the problems and to -96-V.-i avoid charges of manipulation (Lacapra, 1973;Strauss, 1976). Golembiewski et al (1972) also note that using top management as leaders of different parts of a change program increased the involvement of the main change targets.…”

“…Moreover, a number of authors (e.g., Golembiewski et al, 1972;Brown, 1976) suggest that change agerts can build up credibility by maintaining contacts with clients. This is also true for internal change agents (Dyer et al, 1970).…”