motivational analysis of organizations

In an uncertain economy, making such use of the resources at hand is vital; and the
function of change agents becomes all the more critical. A change agent is someone or
something that sparks change or paradigm shifts in a given situation. A paradigm is an
established pattern of thinking or acting that becomes virtually an automatic response to
a situation. A classic story in human resource development (HRD) literature about
paradigms (Pfeiffer, Goodstein, & Nolan, 1989) tells of a young wife who was preparing
her first Thanksgiving turkey. Her husband watched as she carefully cut off the turkey’s
tail. The husband, puzzled at this action, asked why. She replied, “That’s the way my
mother always prepares a turkey.” When said mother arrived for Thanksgiving dinner,
the curious husband asked her about the turkey tail. Her response was, “Well, my
mother was the best cook in the neighborhood, and she always cut off the turkey tail. I
don’t know why we do it, but it’s always worked for me.” His curiosity aroused, the
husband suggested a “Happy Thanksgiving” phone call to the authority on turkey tails.
Grandmother was certainly pleased to hear from the family but was puzzled at their
concern about turkey tails. “I don’t know why you cut off turkey tails, but I always cut
them off because my roasting pan wasn’t big enough to hold the turkey unless I did.”
When people do what they have always done, they get what they have always
gotten. In contrast, when people are open-minded and willing to take risks, paradigm
shifts can occur. Such shifts can happen to individuals, societies, or organizations.
Conditions that support paradigm shifting at all levels include being proactive, being
open to new ideas and new ways of understanding things, and being willing to take
risks. A management style that supports paradigm shifting also promotes empowerment.
THE INSTRUMENT
The Management-Styles Spectrum is intended to help the respondents assess the degree
to which the climate in their organization supports empowerment. This instrument
enables trainers and HRD practitioners to determine the existing organizationalempowerment
culture before they begin to examine and implement processes that
enhance empowerment.
Validity and Reliability
No reliability or validity data are available for this instrument, but it does have face
validity. It can be used for the objectives stated and can provide feedback on
empowerment to organizations.
Administration
The facilitator explains the objectives and distributes the instrument. The facilitator
asks the respondents to read the instructions and elicits and answers questions about the
instructions.
The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 71