Practicing Organization Development: A Guide for Leading Change: A Third Edition

STUDY METHODOLOGY

To approach the purpose of this study—to explore the structure and utility of the competency list generated by Sullivan and his colleagues—the following methodology was applied.

First, the items were reviewed by the authors for use in a survey format. The items were screened for vocabulary (jargon), clarity, assumptions, and bias (Emory, 1980; Sudman & Bradburn, 1983). In particular, several items were “double barreled” and had to be split into two or more questions. For example, one of the original items in the list was “identify the formal and informal power in the client organization in order to gain further commitment and mobilize people in a common direction.” This item was broken up into several items, including “identify ...