Behavioral Competency Requirements for Organization Development Consultants
Document Type
Article
Department or Administrative Unit
Psychology
Publication Date
1990
Abstract
Behavioral event interviews were conducted with twenty-three organization development practitioners ranging in experience from two to more than twenty years and twenty-two client organizations from public and private sectors to generate a set of consultant behaviors judged to be effective and ineffective during organizational interventions. Six general dimensions of competency and a list of fourteen important behavior classes emerged from coding and content analyses of the behavioral events by independent observers. Some behaviors were judged to belong to more than one competency category, although five of the six clusters were dominated by particular behaviors. These data provided the basis for developing a behavior observation scale for assessing consultant skills and intervention effectiveness. This behavioral perspective holds promise for improving organization development training programs and for on-going professional development among consultants, as well as for enhancing client understanding of consultants' activities.
Recommended Citation
Eubanks, J. L., O’Driscoll, M. P., Hayward, G. B., Daniels, J. A., & Connor, S. H. (1990). Behavioral Competency Requirements for Organization Development Consultants. Journal of Organizational Behavior Management, 11(1), 77–97. https://doi.org/10.1300/j075v11n01_06
Journal
Journal of Organizational Behavior Management
Comments
This article was originally published in Journal of Organizational Behavior Management. The full-text article from the publisher can be found here.
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