This study examines the fairness and equivalence of three widely used personality and values assessments-Hogan Personality Inventory, Hogan Development Survey, and Motives, Values, Preferences Inventory-across race, gender, age, sexual orientation, and intersectional identities. Employing comprehensive statistical analyses, the study assesses differences in item functioning, scale reliability, and factor structure. Results indicate that the assessments generally function equivalently, with negligible or small differences across groups. Moderate differences were observed primarily in the values measures for sexual orientation and intersectional identities, though these did not compromise overall fairness. The study underscores the importance of inclusive and equitable assessment practices.
Helping individuals develop new behaviors and lasting habits is critical to consulting psychologists in the coaching, training, and consulting programs they are involved in. Despite the numerous theories, models, and frameworks for habit and behavior change practitioners and leaders are still in search of a concise, evidence-based model to effectively assist clients and employees in setting and achieving goals that enhance individual, team, and organizational effectiveness and support change initiatives. This article revisits and updates the theory-based 3E (enlighten, encourage, and enable) model of individual behavior change to translate insight and intentions into deliberate practice leading to successful individual change outcomes (Mashihi & Nowack, 2025; Nowack, 2009).
Given the increasing regularity of organizational change, there is a growing demand for organizations to build the capability needed to navigate constant change and maintain alignment with the evolving business environment. The complexity of today's business context highlights the inadequacies of traditionally top-down and linear change management models, underscoring the need for more adaptable and resilient approaches. This article defines the construct of organizational change capability, traces its origin to strategic management, reviews existing empirical findings, discusses its relationships with other organizational change models and concepts, and identifies areas where psychological theories can further advance research and practice. It then introduces the articles in this special issue, emphasizing the pivotal role that change practitioners, particularly consulting psychologists, can play in developing sustainable change capability at different levels of the organization. The underlying hope of this special issue is to stimulate more scholarly investigations into the psychological and behavioral foundations of organizational change capability and offer practical guidance for organizations and business leaders striving to adapt and thrive in an increasingly volatile business environment.
This article examines how to build change capability at the enterprise level. The article focuses on the need for faster and more effective change outcomes and leadership perceptions of change outcomes and change fatigue. Solutions to build ongoing ability to respond to change and successfully pivot are outlined in categories of "people and capability" and "process and tools." Change-ready mindsets and best practices for change networks are identified. Emphasis is placed on articulating clear, compelling change visions; adopting expansive mindsets about uncertainty; and creating responsive stakeholder feedback loops and decision-making frameworks. Suggestions are made for an agile change approach that focuses on creating the conditions within which change can thrive and sparking change momentum versus simply trying to manage change. Practical ideas are shared to combat change fatigue and establish enterprise change infrastructure for repeatable change success.
