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Organization Development and Change

This chapter discusses the organization development practitioner. It outlines the necessary competencies including intrapersonal skills like self-awareness, interpersonal skills to work with others, general consultation skills, and knowledge of organization development theory and change processes. The chapter also examines the role demands on practitioners, such as whether they are internal or external consultants, and how they navigate boundaries. It addresses the ethical guidelines and dilemmas practitioners may face, such as misrepresentation, coercion or value conflicts that can arise from their roles and responsibilities.

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Wazeeer Ahmad
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21 views8 pages

Organization Development and Change

This chapter discusses the organization development practitioner. It outlines the necessary competencies including intrapersonal skills like self-awareness, interpersonal skills to work with others, general consultation skills, and knowledge of organization development theory and change processes. The chapter also examines the role demands on practitioners, such as whether they are internal or external consultants, and how they navigate boundaries. It addresses the ethical guidelines and dilemmas practitioners may face, such as misrepresentation, coercion or value conflicts that can arise from their roles and responsibilities.

Uploaded by

Wazeeer Ahmad
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Organization Development and Change

Chapter Three:
The Organization Development
Practitioner

Thomas G. Cummings
Christopher G. Worley
Learning Objectives
for Chapter Three
• To understand the essential character of
OD practitioners
• To understand the necessary competencies
required of an effective OD practitioner
• To understand the roles and ethical
conflicts that face OD practitioners

3-2
The Organization Development
Practitioner
• Internal and External Consultants
• Professionals from other disciplines who
apply OD practices (e.g., TQM managers,
IT/IS managers, organization design)
• Managers and Administrators who apply
OD from their line or staff positions

3-3
Competencies of an OD
Practitioner
• Intrapersonal skills
– Self-awareness
• Interpersonal skills
– Ability to work with others and groups
• General consultation skills
– Ability to get skills and knowledge used
• Organization development theory
– Knowledge of change processes
– (See Book Table 3.1)

3-4
Role Demands on OD
Practitioners
• Position
– Internal vs. External (Table 3.2)
• Marginality
– Ability to straddle boundaries
• Emotional Demands
– Emotional Intelligence
• Use of Knowledge and Experience
3-5
Client vs. Consultant Knowledge
Use of Consultant’s Plans Implementation
Knowledge and
Experience Recommends/prescribes

Proposes criteria

Feeds back data

Probes and gathers data

Clarifies and interprets


Use of Client’s
Knowledge and Listens and reflects
Experience
Refuses to become involved
3-6
Professional Ethics
• Ethical Guidelines
• Ethical Dilemmas
– Misrepresentation
– Misuse of Data
– Coercion
– Value and Goal Conflicts
– Technical Ineptness (incompetence)

3-7
A Model of Ethical Dilemmas
Antecedents Process Consequences
Role of Role Episode Ethical Dilemmas
the
Change
• Role conflict • Misrepresentation
Values Agent
Goals • Role ambiguity • Misuse of data
Needs • Coercion
Abilities Role of • Value and goal
the conflict
Client • Technical
System ineptness

3-8

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