In this paper the situation of Iranian reform agents from their style of work behavior point of view (such as problem solving and decision making) is analyzed.
The assessment is based on a modified version of Kirton’s theory of adaptors and innovators (modified KAT). The purpose of this study is to see whether the reform agents were seen as innovative enough to bring about fundamnetal changes in the Iranian bureaucracy. Although the results indicated that the reform program was not perceived as having been successful as expected, about 75 percent of Iranian reform agents could be categorized as “innovative-inclined”. Differences in the (modified) KAI mean scores of the agents of reform working in different organizations may explain some communication problems.
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