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The OD Practitioner

The document discusses the organizational development practitioner. It defines three types of practitioners: 1) those specializing in OD as a profession who provide consulting services, 2) those specializing in related fields who apply their skills to OD, and 3) managers who have gained OD competencies. It outlines the core competencies of an effective practitioner, including self-management, interpersonal skills, consultation skills, and OD theory knowledge. The document also discusses the traditional humanistic values promoted by OD professionals and the ethical dilemmas they may face.

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Jill Sulit
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570 views14 pages

The OD Practitioner

The document discusses the organizational development practitioner. It defines three types of practitioners: 1) those specializing in OD as a profession who provide consulting services, 2) those specializing in related fields who apply their skills to OD, and 3) managers who have gained OD competencies. It outlines the core competencies of an effective practitioner, including self-management, interpersonal skills, consultation skills, and OD theory knowledge. The document also discusses the traditional humanistic values promoted by OD professionals and the ethical dilemmas they may face.

Uploaded by

Jill Sulit
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Republic of the Philippines

CAVITE STATE UNIVERSITY


Carmona Campus
Market Road, Carmona, Cavite
 (046) 430-3509/cvsu.carmonacampus@gmail.com
www.cvsu.edu.ph

The
Organizational
Development
Practitioner
PREPARED BY: MARY ROSE G. GREGORIO, CHRA
The OD Practitioner
 Much of the literature about OD practitioners views them as internal or
external consultants providing professional services—diagnosing systems,
developing interventions, and helping to implement them.

 More recent perspectives expand the practice scope to include


professionals in related disciplines, such as industrial psychology and
strategic management, as well as line managers who have learned how
to carry out OD to change and develop their organizations.
WHO IS THE ORGANIZATION DEVELOPMENT
PRACTITIONER?
The term organization development practitioner refers to at least three sets
of people.
1. The most obvious group of OD practitioners are those people specializing
in OD as a profession. They may be internal or external consultants who
offer professional services to organizations, including their top managers,
functional department heads, and staff groups.
2. The second set of people to whom the term OD practitioner applies are
those specializing in fields related to OD, such as reward systems,
organization design, total quality, information technology, and business
strategy.
WHO IS THE ORGANIZATION DEVELOPMENT
PRACTITIONER?
3. The third set of people to whom the term applies are the increasing
number of managers and administrators who have gained competence
in OD and who apply it to their own work areas.
COMPETENCIES OF AN EFFECTIVE OD
PRACTITIONER

COMPETENCIES

On the other studies available, all OD practitioners should have the following
basic skills and knowledge to be effective.
Self-Management Competence.
Interpersonal Skills.
General Consultation Skills.
Organization Development Theory.
COMPETENCIES OF AN EFFECTIVE OD
PRACTITIONER
Self-Management Competence. Practitioners must have the personal
centering to know their own values, feelings, and purposes as well as the
integrity to behave responsibly in a helping relationship with others.
Interpersonal Skills. Practitioners must create and maintain effective
relationships with individuals and groups within the organization and help
them gain the competence necessary to solve their own problems.
General Consultation Skills. They should know how to engage organization
members in diagnosis, how to help them ask the right questions, and how
to collect and analyze information. A manager, for example, should be
able to work with subordinates to determine jointly the organization’s or
department’s strengths or problems.
COMPETENCIES OF AN EFFECTIVE OD
PRACTITIONER
Organization Development Theory. The last basic tool OD practitioners
should have is a general knowledge of organization development. They
should have some appreciation for planned change, the action research
model, and the positive approaches to managing change.
Professional Values
 Traditionally, OD professionals have promoted a set of values under a
humanistic framework, including a concern for inquiry and science,
democracy, and being helpful. They have sought to build trust and
collaboration; to create an open, problem-solving climate; and to
increase the self-control of organization members.
 But in practice, OD professionals face serious challenges in simultaneously
pursuing greater humanism and organizational effectiveness. More
practitioners are experiencing situations in which there is conflict between
employees’ needs for greater meaning and the organization’s need for
more effective and efficient use of its resources.
Professional Ethics
 Ethical Dilemmas
Misrepresentation Occurs when OD practitioners claim that an intervention will
produce results that are unreasonable for the change program or the situation.
Misuse of Data - Misuse of data occurs when information gathered during the OD
process is used punitively.
Coercion - occurs when organization members are forced to participate in an OD
intervention.
Value and Goal Conflict - This ethical conflict occurs when the purpose of the
change effort is not clear or when the client and the practitioner disagree over
how to achieve the goals.
 Technical Ineptness This final ethical dilemma occurs when OD practitioners try to
implement interventions for which they are not skilled or when the client attempts
a change for which it is not ready.
End of Slides…

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