CREATING EFFECTIVE RELATIONSHIPS IN ORGANIZATIONS*
THE IMPORTANCE of behavioral science research is increasingly being recognized by administrators. They are looking for useful research results by attending hundreds of meetings where behavioral scientists discuss their research; reading journals and newsletters; and becoming surprisingly well informed concerning the basic studies in the field. Other signs of the developing recognitions of the behavioral sciences are the increasing number of requests for researchers, and full-time positions in industry requiring "directors of behavioral science research." The demand in both cases outstrips the supply of competent applicants. In an even more significant trend, three of the largest management consulting firms have been looking for behavioral scientists who will conduct continuing systematic research programs into their own problems and also raise questions about new areas of activity for the future.
In view of this interest, it behooves the researcher to examine the problems involved in: (1) creating effective research relationships, in order (2) to increase the wise application of research to organization. In the discussion of these two questions, I plan to draw examples from research conducted in factories, banks, hospitals, and utilities. Although governmental bureaus, educational institutions, and labor unions are not represented, I believe the discussion is equally applicable to such organizations.
A useful first step is to examine the blocks that are presently inhibiting the conduct and use of research. As a minimum this would require an analysis of the administrator, the organization and its internal culture, the sociocultural milieu within which it is embedded, and the researcher.____________________