1. Framework for Studying WOP-P
Role of theory in applied setting
Lewin’s formula
B = f (p*e)
Organizational Diagnosis and Assessment
Consulting as a Practitioner
Motivation / Satisfaction / Leadership

2. Psychological Theory Theory:
a set of interrelated constructs that predict and explain behavior
Guides research
Can be generalized to other times/ settings / populations
Concept: Expresses an abstraction, e.g., "achievement."
Construct: a concept invented for scientific research, e.g., "intelligence."

3. K. Lewin’s Formula Kurt Lewin B = f (p*e) Behavior
Directly observable overt or covert action (thinking is included! You just have to ask)
Indirectly observable results or self-report
p - Person unit of observation – (usually)
e – Environment
Anything in the person’s field that can influence behavior
* - person and environment interaction

4. Organizational Diagnosis & Assessment IOP Consultant’s Role
To solve a problem (presented by management)
Usually how it begins Or
Discover an opportunity for improvement
Look for opportunities (while you are solving the problem)

5. Organizational Diagnosis and Assessment Medical Model (physician’s approach)
Observe symptoms
Conduct assessments
Clinical observation and tests (temperature, BP, blood work
Diagnosis cause of symptoms
Consider remedies
Treat the patient
Follow up
Revise if needed

6. Consulting as an IOP practitioner – using the medical model metaphor
Observe symptoms presented by client
Listen carefully and summarize
Do not take their diagnosis for granted
Identify the problem - “pain point” or what hurting
Conduct assessments (your own) using
Archival information, interviews, focus groups, surveys, inventories
Diagnose cause of problem
Consider solutions (possible interventions)
Implement solution
Follow up

7. Consulting as a Practitioner Building Client Relations
Use business lingo
Never use the term “theory”
Get buy-in at all levels
Top to bottom, union, management
Invite input (but only if you think it may help)
If you ask be prepared to use some of it
Don’t pretend to know more than you do

8. Motivation / Satisfaction / Leadership Three perspectives for case study
Drivers of behavior (from amotivation to high engagement)
Satisfaction
Attitudes that influence behavior
Leadership
An important driver of behavior