Does Cognitive Style Affect Diagnosis and intervention Strategies of Change Agents?

Abstract

One hundred fifty-two change agents were given a list of twenty-four diagnostic questions they might ask the client organization, questions related to the change agents' cognitive styles and the tactics most likely used by the change agents to bring about organizational and/or individ ual change. The conclusions indicate that those with different cognitive styles do not use different diagnostic information and change tactics. The conclusions are compared with previous research findings on change agents' personal styles.

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