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Organization Development and Change: Chapter Three: Practitioner

This document discusses the roles and competencies required of organization development (OD) practitioners. It outlines that OD practitioners can be internal or external consultants, as well as professionals from other fields who apply OD practices. Key competencies for OD practitioners include intrapersonal and interpersonal skills, general consultation skills, and knowledge of organizational change theories. The document also discusses role demands such as navigating internal vs. external positions and maintaining objectivity. It notes ethical dilemmas practitioners may face around issues like misrepresentation, misuse of data, and value conflicts. The entering and contracting process between clients and practitioners is also summarized.

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55 views13 pages

Organization Development and Change: Chapter Three: Practitioner

This document discusses the roles and competencies required of organization development (OD) practitioners. It outlines that OD practitioners can be internal or external consultants, as well as professionals from other fields who apply OD practices. Key competencies for OD practitioners include intrapersonal and interpersonal skills, general consultation skills, and knowledge of organizational change theories. The document also discusses role demands such as navigating internal vs. external positions and maintaining objectivity. It notes ethical dilemmas practitioners may face around issues like misrepresentation, misuse of data, and value conflicts. The entering and contracting process between clients and practitioners is also summarized.

Uploaded by

nosheen_nosh
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, 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

Cummings & Worley, 7e (c) 2001 3-21


South-Western College Publishing
The Organization Development
Practitioner
• Internal and External Consultants
• Professionals from other disciplines who
apply OD practices (e.g., TQM managers,
IT/IS managers, compensation and benefits
managers)
• Managers and Administrators who apply
OD from their line or staff positions

Cummings & Worley, 7e (c) 2001 3-22


South-Western College Publishing
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
Cummings & Worley, 7e (c) 2001 3-23
South-Western College Publishing
Role Demands on OD
Practitioners
• Position
– Internal vs. External
• Marginality
– Ability to straddle boundaries
• Emotional Demands
– Emotional Intelligence
• Use of Knowledge and Experience

Cummings & Worley, 7e (c) 2001 3-24


South-Western College Publishing
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
Cummings & Worley, 7e (c) 2001 3-25
South-Western College Publishing
Professional Ethics
• Ethical Guidelines
• Ethical Dilemmas
– Misrepresentation
– Misuse of Data
– Coercion
– Value and Goal Conflicts
– Technical Ineptness

Cummings & Worley, 7e (c) 2001 3-26


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

Cummings & Worley, 7e (c) 2001 3-27


South-Western College Publishing
Organization Development and Change

Chapter Four:
Entering and Contracting

Thomas G. Cummings
Christopher G. Worley
Learning Objectives
for Chapter Four
• To describe the steps associated with
starting a planned change process
• To reinforce the definition of an OD
practitioner as anyone who is helping a
system to make planned change

Cummings & Worley, 7e (c) 2001 4-29


South-Western College Publishing
The Entering Process
• Clarifying the Organizational Issue
– Presenting Problem
– Symptoms
• Determining the Relevant Client
– Working power and authority
– Multiple clients -- multiple contracts
• Selecting a Consultant

Cummings & Worley, 7e (c) 2001 4-30


South-Western College Publishing
Elements of an Effective Contract
• Mutual expectations are clear
– Outcomes and deliverables
– Publishing cases and results
– Involvement of stakeholders
• Time and Resources
– Access to client, managers, members
– Access to information
• Ground Rules
– Confidentiality
Cummings & Worley, 7e (c) 2001 4-31
South-Western College Publishing
Emotional Demands of Entry
• Client Issues
– Exposed and Vulnerable
– Inadequate
– Fear of losing control
• OD Practitioner Issues
– Empathy
– Worthiness and Competency
– Dependency
– Overidentification
Cummings & Worley, 7e (c) 2001 4-32
South-Western College Publishing

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