Reflections on the impact of New Ways of Working for Applied Psychologists

Abstract

This paper provides a review of the impact of three of the six work streams from the New Ways of Working for Applied Psychologists. The organisational change model of Beckhard and Harris (1989) is used to evaluate why the recommendations of the reports are being adopted at different speeds. Evidence that all are being used is presented. The paper starts with a restatement of the purpose of applied psychology that was developed during the work and is likely to stand the test of time.