Knowledge that Transforms

Much is known in the literature on the Managerial Grid? of the issue of self-deception in self-examination scores. After years of study, Corporate Excellence Through Grid Organization Development (Blake and Mouton, 1968) was published showing that approximately 75 percent of American managers score themselves 9,9 in the self-assessment instrument used by Bernardin and Alvares when this instrument is completed prior to a Grid Seminar. This same book reported that the same subjects are asked to recomplete the self-assessment instrument after the one-week Grid Seminar. The amount of 9,9 is reduced in the self-assessments to approximately 43 percent. Thus, the instrument itself aids the subject to understand one of the barriers to change, that is, accurate selfassessment (Blake and Mouton, 1964: 249).

June 1976, volume 21 This research examines the hypotheses: (1) that members of organizations with low power have one of four ways of balancing power as a preferred power-balancing style, (2) that such styles have biographical correlates, and (3) that certain styles will be overrepresented in organizations. Data collected from 214 faculty members of three institutions tend to support the three hypotheses.