Change Agent Bias: What They View Determines What They Do

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Abstract
Seventy-five organization development consultants attending an NTL- sponsored conference were presented with the same case study and asked to list the ten "most important" diagnostic questions they would want answered before accepting the contract. The diagnostic questions were seen as a function of the change agent's organizational model and as predictive of the kind of interventions these consultants would plan. Scenarios based on the type of consultation offered are described and the consultant's personal style is discussed in terms of Jung's personality categories. The conclusions are compared with previous research findings.

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