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JOURNAL OF ORGANIZATIONAL PSYCHOLOGY

The Use of Psychological Capital, Humility, and Discrepancy Theory as Inputs

for Strategy and Sociotechnical Systems: Phase One of an Action

Research Case Study

Author(s): Lachlan R. Whatley

Citation: Lachlan R. Whatley, (2012) "The Use of Psychological Capital, Humility, and Discrepancy Theory as Inputs for Strategy and Sociotechnical Systems: Phase One of an Action Research Case Studytrument," Journal of Organizational Psychology, Vol. 12, Iss. 3/4, pp. 99 - 114

Article Type: Research paper

Publisher: North American Business Press

Abstract:

This Action Research, Phase I, case study describes one of the first efforts to use Psychological Capital

and Humility surveys in a Top Management Team (TMT) to assess an appropriate intervention method

for making changes to an organization’s strategic direction. These surveys, together with Discrepancy

Theory, led to a superior understanding of the dynamics within the TMT and the importance of context,

thus greatly aiding further investigations of learning within the organization. This journey led to an ideal

environment for considering the organization’s future strategy and Sociotechnical Systems, and for

understanding how to aid in the development of the individuals.