External Change Agents Research Articles

The External Change Agent and Curriculum Development: A Metaphor for the Problem of Role

Click to increase image sizeClick to decrease image size Additional informationNotes on contributorsMarsden BradshawMarsden Bradshaw lectures at Madeley College of Education

Self control possibilities for exceptional children.

Behavior modification research and training materials within education have focused on techniques in which the locus of control rests solely with an external change agent. Recently, there has been increased interest in having the person control his own behavior. With the growing emphasis on normalization for handicapped children, self control techniques may be especially pertinent. There are three self control strategies that appear to have immediate implication for exceptional children: (a) cue regulation, (b) self reinforcement, and (c) self observation.

Work frustration in engineering departments

AbstractA large number of engineers work in organizations with specialized jobs of a routine nature. In many ways they can be compared with workers on a production line; it is the same work that is done over and over again. Empirical studies demonstrate that this leads to frustration.There is no standard solution available, but there are a number of approaches that can lead to greater satisfaction if one is willing to experiment with them. A more organic, less structured management system and more use of problem oriented project groups may bring benefits. Job enrichment, where engineers are given more responsibility by transfer of tasks previously done by managers and seniors, and special training where engineers are given an opportunity to systematically develop their capabilities should be considered. Further, organizational development must be mentioned where an external change agent together with the people involved develops a solution aiming at the satisfaction of the needs of both the individual and the organization. Finally come flexible working hours which have an indirect effect on the job situation by allowing for a richer life off the job.

PPBS versus Conventional Budgeting in a Simulated Educational Organization

An experiment involving the introduction of two different budgeting methods into a simulated educational organization was carried out using internal and external change agents. It was hypothesized that there would be more intraindividual conflict in faculty groups using a PPBS approach than in groups using a conventional budgeting approach; that there would be more interindividual conflict in faculty groups usinga conventional budgeting approach than in groups using a PPBS approach; and that there would be no difference in the average ratings of budgets prepared by groups using the conventional or the PPBS budgeting techniques. The first and third hypotheses were not confirmed; the second hypothesis was confirmed. An overall view of conflict in the budgeting process is suggested and the implications of the apparent superiority of the PPBS approach reviewed.

Dimensions to Consider in Structuring the Change Agent's Role.

An initial consideration in designing a change program is the specification or structuring of the change-agent role. This paper focuses on the kinds of choices and trade-offs among the choices that the manager is faced with in specifying the change-agent's role. The change-agent tasks discussed are: establishing a relationship, diagnosing, selecting the correct helping role, determining change objectives, and maintaining change. The dimensions of choice in structuring the change-agent role are internal versus external change-agent, single versus change-agent team, and homophilous versus heterophilous change-agent. The paper concludes that the optimally structural change-agent role would consist of a change-agent team made up of internal and external change-agents who were perceived as homophilous by members in the client system.

The Community Agent and Directed Change

AbstractIn recent years community or indigenous change agents have been employed increasingly in both domestic and international programs of directed change. Sadly, in too many cases the relation has been neither happy nor productive for the agencies, agents, or client communities involved. The present study of community and external change agents in three programs of directed urban change grows out of the authors’ planning and training activities with two of the programs, and their interest in the third. Using participant observation, structured interviews, and the content analysis of written reports, data was collected from four external and 49 community agents on communication behavior, career orientation, perceived accountability, attitudes toward agency and client, contact, knowledge, and homophily with agent and client, and perceived influence. Findings supported the notion of two distinct and different classes of change agents and point to a number of tentative generalizations concerning the use of...

A Longitudinal Assessment of Management by Objectives

The objectives of this study of two medium-sized organizations which have implemented management-by-objectives programs (MBO) are threefold: (1) to review empirically based research on MBO, (2) to construct two strategies for implementing the program through an external-change agent, and (3) to present new longitudinally based data on the level of satisfaction of managers working with MBO. The findings in both organizations show that the effects of MBO training and implementation are short-lived. When perceived job satisfaction of participants was examined, there were no significant differences between measures before external-change agent intervention and MBO training and measures twenty months after these events.

Influence of Internal and External Change Agents in a Simulated Educational Organization

An experiment involving the introduction of two different budgeting methods into a simulated educational organization was carried out using internal and external change agents. It was hypothesized that external change agents would be associated with more conflict; a greater level of threat to the harmony, authority structure, and overall effectiveness of the organization; and a lower level of acceptance of the budgeting method introduced. The hypothesis concerning the external change agent's threat to the harmony, authority structure, and overall effectiveness of the organization was confirmed. The other hypotheses were not confirmed. Explanations of the findings of superior performance in groups with external change agents and possible implications for actual situations are suggested.