Behavioral Competencies, Goal Setting, and OD Practitioner Effectiveness

A behavioral competency model was applied to organization development (OD) interventions conducted in the United States and New Zealand. Consultants and their clients were surveyed to assess perceived frequencies of a range of consultant behaviors and goal-setting activities and their contribution to overall consultation effectiveness. Differences between consultant and client perceptions of consultant behaviors, along with regressions on consultant effectiveness, highlighted the need for researchers and OD practitioners to give more attention to client expectations and requirements. The utility of the behavioral competency approach is considered.