The Organisational development practitioner

The organisation 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

Consultant styles
HIGH Cheerleader Pathfinder

Emphasis on morale
Persuader

Stabiliser LOW LOW

Analyser

HIGH

Emphasis on effectiveness

Core and advanced skills

General consultation skills Intrapersonal skills Research and evaluation knowledge and skills/research design Data collection Organisation behaviour/organisation development knowledge and intervention skills Data analysis Presentation skills Experience as a line manager/major management knowledge areas Interpersonal skills Collateral knowledge areas

Basic knowledge and skills

Intrapersonal skills
Self- awareness

Interpersonal skills
Ability to work with others and groups

General consultation skills

Ability to get skills and knowledge used

Organisation development theory

Knowledge of change processes

The role of OD professionals

Position
Internal vs. external

Marginality
Ability to straddle boundaries

Emotional demands
Emotional intelligence

Use of knowledge and experience

Internal change agents (advantages)

They can save time identifying and understanding organisational problems They have intimate knowledge of the organisation and its dynamics They know their organisations culture, informal practices and sources of power They have access to a variety of information, including rumours, company reports and direct observations They are usually more easily accepted They are less threatening than outsiders They can more easily establish rapport and trust

External change agents (advantages)

Can provide particular expertise that is unavailable internally Bring a different and potentially more objective perspective into the organisation development process Their ability to probe difficult issues and to question the status quo They are also afforded some deference and power

External change agents (disadvantages)

Need extra time to enter the organisation and to gain a working knowledge of it Organisational members may be wary of outsiders They may also be viewed negatively because they are seen as having relatively little invested in the organisation Members believe that if problems arise, the external consultants can simply walk away with little negative consequence

Internal change agents (disadvantages)

Loss of objectivity because of their strong ties to the organisation They may be overly cautious, particularly when powerful others can affect their careers They may lack certain skills and experience in facilitating organisational change

Client vs. consultant knowledge

Use of consultants knowledge and experience
Plans implementation Recommends/prescribes Proposes criteria Feeds back data Probes and gathers data Clarifies and interprets Listens and reflects Refuses to become involved

Use of clients knowledge and experience

Professional ethics
Ethical guidelines Ethical dilemmas
Misrepresentation Misuse of data Coercion Value and goal conflict Technical ineptitude

A model of ethical dilemmas

Antecedents Role of the change agent Process Consequences

Role episode

Ethical dilemmas
Misrepresentation Misuse of data Coercion Value and goal conflict Technical ineptitude

Values Goals Needs Abilities

Role of the client system

Role conflict Role ambiguity

Kindred Todd and the ethics of OD

1. What ethical guidelines did the President Larry Stepchuck violate? (see Appendix, pages 66-70) 2. If you were in Todds place how would you react to such a situation? 3. Identify a work situation in which you were faced with a similar moral dilemma.