Modelos de percepciones de actitudes sobre el trato de animales

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many of' the hindering forces can be seen to be represented by the traditional hierarchical view of organisations and it being seen as inappropriate for the new environmental demands. Change is seen as being required in a particular normative direction, and anything which contributes to facilitating that process is viewed as a helping force. This normative view of change activities as opposed to a scientific/diagnostic view was an important characteristic of the change agent group. Although much of the rhetoric reflected organisational concepts it seemed that the real objectives, i.e. those which motivated behaviour were to produce a particular social organisation with a value stance at odds with the existing dominant culture.

(b) Personal issues. The maintenance group reported getting considerable satisfaction from performing the trainer/lecturer role. One said the most important pay-offs were,

"That part of my courses where people come up to me and say ’we enjoyed doing that, thank you very much’".

Of the others, one reported seeing changes in behaviour as giving him most personal satisfaction, while another reported some difficulty in answering the question but later said,

"I suppose one gets the chance to shoot a line that you believe in, and you get some gratification out of doing so. In a sense I suppose you get a feeling of power in finding that you are changing attitudes a bit” .

Two of the maintenance group reported not to have really thought about the issue. This was in contrast to the change agent group who all had considered the issue and produced some Interesting responses. One emphasised the role itself and his problems in coping,

"I think the major one (pay-off) is the possibility of being

of being able to legitimately question the establishment. One thing that concerns me about that is that I don’t feel particularly clear in my own mind as to what I would like to change it into .... I think the personal satisfa.ction is being in a situation where you can get people to really challenge themselves as to what is wrong and what is right; to ask* themselves 'what they are really doing find why they are doing it. The other personal issue for me is to some extent a freedom from the normal sort of system in that in many ways I can choose what I want to do in terms of my own development”.

Another respondent also emphasised the pay-offs from performing the role in terms of outcomes,

”It is the increasing of understanding of one man of another, and with understanding hopefully, a greater tolerance of, if not actua.1 affections, of caring for another .... We are getting so crowded in upon ourselves, the world is getting so small, that we have to devise ways of getting on better together and of combining, and the whole dynamics of groups and of mixed bags of people are absolutely fascinating, and out of the many thousands of things that can go wrong, that the sense of

achievement in many ways is to set things up so that the^

start going differently or better. Most people in organisation development are a little bit megalomaniac in that sense”.

The idea of analysing personal needs which are satisfied by the role was taken up by two other respondents although one made only passing reference to it. The other, however, went further,

"Well, I think the thing that got me on organisation development originally was that it just seemed right. I have given this some thought but it is really what I want out of life; going .

back to childhood I suppose, being brought up in .a

Christian Socialist home where I had certain values, and these values took a pretty good beating when I was a young

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man. I remember a great sense of euphoria I had on ’Blake one' to have it sort of ’socked to one1. These things are important after all, people are important, job satisfaction is important, it is important to have concern for people; that you could get a common objective and do a good job for the company and do it ethically and properly, and at the same time do a good job for yourself and other people... The other thing out of this work that pleases me is the number of resurrection jobs we have been able to do. This iw most pleasing to see these guys that have been written off .... the silent bitter types .... we managed to get these fellows really turned on....- So we can do a good job and there is no division, we can see our way through it without having to conflict between labour and capital or the bosses and people and this sort of thing.... I had some mis­ givings about doing industrial engineering but I am very proud of doing organisation development now".

This response was very representative of the change agent group. They tended to identify closely with their profession, role behaviour representing beliefs strongly held. The source of these beliefs was not really explained nor why they were so important to the respondent. Either the respondent did not want to share that data or the source of the motivation was unconscious and not available to the respondent. Often the respondents coped with this by just expressing a warm

feeling toward the job as did one who just responded by saying, "I like it. It is exciting and interesting".

With regard to the values held in performing work, both groups had little to add to what had already been said in a number of questions. ‘One or two comments from the change agent group gave_t extra insight into their thinking. One respondent gave his biggest value dilemma as the product itself. /

"The biggest value hang-up I have is\about the product, the end of the organisation. It's alright making the thing more effective, but more effective for what? The answer is selling plastic and I have long arguments with our people about whether that is a good thing or not, and whether that is the real end of the' organisation .... a lot of people’s time simply goes into beating competitors which I see as being an incredibly wasteful way of getting to improve products for consumers.”

This theme of concern for meta-issues was taken up by a second respondent.

”1 place a high value on profitability, not in a sense of financial profitability, but in the usefully combining of people's different contributions to a problem; so that the sum total is better than any one person could have thought up on their own. It is this combination of people into some sort of unity that I hold a high value for."

A third respondent also thought non-organisational criteria to be important.

"Essentially I think there are two things that are measured, by the results I get out, and the fun that I get out of doing it. .... I think it is important to be results oriented, it is important to achieve goals, but you know it is important to enjoy yourself as well and I think in a lot of things you can." A final respondent was more concerned with the values implicit in his methodology.

"Another one .... goes hack to sharing as much knowledge and skill as I have got with the person with whom I am working in the time available. In other words one of the

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things I tend to do now is say, ’Well O.K., I can give you