One hundred fifty-two change agents were given a list of twenty-four
diagnostic questions they might ask the client organization, questions
related to the change agents' cognitive styles and the tactics most likely
used by the change agents to bring about organizational and/or individ
ual change. The conclusions indicate that those with different cognitive
styles do not use different diagnostic information and change tactics. The
conclusions are compared with previous research findings on change
agents' personal styles.
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