6. Conclusions
Overall, these results are encouraging, and show promise for use of the OCTQ in other settings and with larger samples. Larger scale survey research should provide even stronger evidence than the more common approach of gathering data from only a few managers. Other variables such as readiness or capacity for change, leadership style, and organizational culture could be measured as well, to see the extent to which these variables affect the use of change tactics and the success of the change process. Thoughtful and learning-oriented practitioners, typically agency administrators needing to change or improve some aspect of their organizations, want to know what “works” in organizational change, and researchers can help by providing valid, relevant, evidence-based knowledge for such practitioners. Unless a manager has read books or articles on organizational change or completed training or classes on this subject, she or he is likely relying only upon prior experiences with change, adaptation of experiences with related activities such as strategic planning or project management, and/or instinct. The findings here offer agency managers as change leaders a set of specific tactics which they can consciously adapt and apply when they initiate organizational change. If further research supports these findings, organizational change leaders could be even more confident about their prospects for successful organizational change. To the extent that managers as change leaders can use research to guide their use of change tactics, outcomes of organizational change may be more positive. As new knowledge continues to accumulate, and as practitioners are made aware of relevant findings, greater improvements in organizational functioning should be expected.
