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6.role of Od Practioner

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30 views29 pages

6.role of Od Practioner

Uploaded by

Dharshini Suresh
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Role and Style

of the OD Practitioner
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
External Practitioner
Not previously associated with client system.
Advantages:
 Different viewpoint and objectivity.
 Not dependent upon the organization.
Disadvantages:
 Unfamiliar with organization.
 Unfamiliar with culture, communication networks, and
power systems.
Internal Practitioner
Member of organization who can be:
 A top executive.
 Employee who initiates change in work group.
 From human resources or OD department.
Advantages:
 Familiar with culture and norms.
 Knows power structure.
 Personal interest in organization.
Disadvantages:
 May lack specialized skills.
 Lack of objectivity.
 Likely to accept organizational system.
 May lack necessary power and authority.
External-Internal Practitioner Team
 Team combines external practitioner working with internal
practitioner.
 Probably most effective approach.
 Partners bring complementary resources.
 External practitioner brings expertise, objectivity, and new
insights.
 Internal practitioner brings knowledge of issues and norms, and
awareness of strengths and weaknesses.
 Provides support to one another.
 Achieve greater continuity over OD program.
 Team combines advantages of both while minimizing
disadvantages.
Competencies of an
OD Practitioner
 Intrapersonal skills
• Self-awareness
 Interpersonal skills
• Ability to work with others and groups
 General consultation skills
• Ability to manage consulting process
 Organization development theory
• Knowledge of change processes
Role Demands on OD Practitioners

 Position
• Internal vs. External
 Marginality
• Ability to straddle boundaries
 Emotional Demands
• Emotional Intelligence
 Use of Knowledge and Experience
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
Professional Ethics

 Ethical Guidelines
 Ethical Dilemmas
• Misrepresentation
• Misuse of Data
• Coercion
• Value and Goal Conflicts
• Technical Ineptness
OD Practitioner Styles
 Practitioners have variety of styles.
 Styles as degree of emphasis placed upon two
dimensions:
 Effectiveness - degree of emphasis upon goal
accomplishment.
 Morale - degree of emphasis upon relationships and
participant satisfaction.
Five Practitioner Styles

1. Stabilizer style
2. Cheerleader style
3. Analyzer style
3. Persuader style
4. Pathfinder style

(contd)
Five Practitioner Styles
Stabilizer Style
 Maintains low profile.
 Tries to survive by following directives.
Cheerleader Style
 Places emphasis on member satisfaction.
 Does not emphasize organization effectiveness.
Analyzer Style
 Places emphasis on efficiency.
 Little attention to satisfaction of members.
Persuader Style
 Seeks compromise between cheerleader and analyzer styles.
 Achieves average performance.
Pathfinder Style
 Seeks high organization efficiency and high member
satisfaction.
Pathfinder Practitioner Focuses on Six
Processes:

1. Communication. 4. Group norms and


2. Member roles in growth.
groups. 5. Leadership and
3. Group problem- authority.
solving. 6. Intergroup
cooperation.
Practitioner Styles
Practitioner Style Model
Readiness of Organization for OD

 Key personnel first decide if change needed.


 Learning goals of OD appropriate?
 Cultural state of client ready for OD?
 Key people involved?
 Members prepared and oriented to OD?
The Intervention

 Intervention is coming together of members


of organization for purpose of change.
 Planned activities.
 External practitioner usually intervenes
through top manager.
Who Is Client?

 Who client is becomes complex as practitioner


intervenes.
 Client may be organization, certain divisions, or
an individual.
Practitioner Role in Intervention

 Operates on belief that team is basic building


block.
 Concerned with how processes occur.
 Believes that assisting client, not taking
control, will lead to lasting solution.
Dilemma Interactions:

 Questions about client’s definition of problem.


 Client’s awareness of need for change.
 Client’s unrealistic expectations.
 Client’s misuse of power.
 Value differences with client and practitioner.
A Model of Ethical Dilemmas
Antecedents Process Consequences
Role of
Ethical Dilemmas
the • Role conflict
Change
Values Agent
• Role ambiguity • Misrepresentation
• Misuse of data
Goals
• Coercion
Needs
Abilities • Value and goal
Role of
the conflict
• Technical
Client
System ineptness
Developing Trust Relationship

 Openness and trust between practitioner and


client essential.
 Basic responses to build trust:

Questions. Interpretation.

Advising. Self-disclosure.

Reflection. Silence.
OD Practitioner Skills and Activities
Practitioner Skills Profile
Four Practitioner-Client Relationship Modes
Practitioner-Client Relationship Modes
1. Apathetic
 Keeps quiet about true ideas with practitioner.
 Skeptical about change.
2. Gamesmanship
 Keeps quiet about true ideas with practitioner.
 Manipulates strategic factors.
3. Charismatic
 View of changes taken from leaders’ cues.
4. Consensus
 Both client and practitioner share perceptions.
 Differences are worked through.
 OD practitioner attempts to operate from this mode.
The Formalization of Operating Ground Rules

 Formalization of obligations in contract


advisable for external practitioner.
 Internal practitioner does not need contract,
but ground rules should be formalized.
Contract with External Practitioner Specifies
Items

• Point of contact.
• Role of practitioner.
• Fees.
• Schedule.
• Anticipated results.
• Operating ground
rules.
OD in Practice: Bain & Co.
 Bain one of largest consulting firms.
 30+ years old, offices in 19+ countries.
 Clients include governments, businesses, and
nonprofit organizations.
 Known for shrewd, suave people it employs.
 Employees secretive about Bain and clients.
 Builds close relationship with clients.
 Works directly with chief executive.
 Focuses on total system.
 Works collaboratively with clients.

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