Presented by:

Sanna Fakher
Uzma Mushtaq
Verda Khan

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• To understand the identity of OD Consultant
• It considers our thoughts on questions
relating to identity in view of practicing OD
Consultants

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 Who and What Are We?
(Uzma Mushtaq)
 What Is Our Purpose?
(Verda Khan)
 Whom Do We Serve?
(Sanna Fakher)

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WHO AND WHAT ARE WE

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 What are the boundaries of the field of OD? What fields is
OD related to, and how? Is it important that those
boundaries be clear? Why or why not?

 What was the purpose, if any, that brought consultant into

the field of OD? How does that purpose relate to the work
taken on?

 The focus of service is a single client, the organization, the

employees, a higher power, one’s own self, society as a
whole, or something else?

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Meg Wheatley converses with Bob Tannenbaum

 As you look out now and into the future, what

do you see that feels like it’s continuous, and
what do you see that might signify a radical
break?

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 The field of OD has been primarily defined by, and gained its
identity through several basic qualities

 It has increasingly focused on human systems at all

levels, from the individual to the inter-
organizational
 Its basic concern has been with systems change; and
 Its practitioners have been guided by humanistic
values

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 For Bob,
 Organization development practitioners have primarily been
specialists in facilitating change processes

 There are many others who are concerned with systems,

change, values, and processes—other consultants,
diplomats, arbitrators, conciliators, counselors and
therapists, managers, teachers, parents

 Emergence of umbrella field “HUMAN SYSTEMS

DEVELOPMENT” by coalescence of specialties under one
change-developing body of theories, concepts, and methods
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 Issues of identity of field are important

 What will the world need from us and our field in the
future, and how can that help us define ourselves?

 “What is going on—the big picture?” The skills and

processes of OD are needed during this time,
needed as they have never been needed

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As loosing our identity so let’s study our roots

 OD is value based

 OD is about people

 OD respects its founders

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 Listen to belief “OD is dead and dependent”

WHY?
 The field’s definition are fuzzy

 Has become victim of its own success

(techniques and interventions have become
institutionalized or mainstream)
 Coddling a variety of untrained and
inexperienced people
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 For an activity to be labeled OD, it must
 Involve change in some system

 Intend to improve effectiveness of that

system

 Build capacity in system to manage itself in

the future

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 Agrees with Bob that a new field is emerging

 If we don’t find a way to coalesce, the energy and

focus of the field will continue to dissipate

 We need a new way to conceptualize our work so

that we can incorporate the rich leanings of the past
and build a framework to carry our discoveries and
applications into the future

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 Agree with Bob, “My preference for a
designation of this emerging umbrella field is
Human Systems Development”

 Identify with “Human Systems Development”

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 Need to consider some important principles
from other fields OD overlaps e.g.

 Consider Physical environment

 Consider efficacy of a physical intervention

and collaborate with design professional

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 Should remain focus on the purpose of our work
 We decide our own rules and play like a GOD
 We don’t want to pass through the cycles of life
 All mess created in our life is our own
 Ecology principle: NATURE HAS THE LAST
WORD

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 Accepted Meg’s point of view of considering the
dark side of a change
 Mentioned his observations about CHOAS THEORY
 I see a bigger challenge in the number of people who
are reached with an awareness of what’s already
there in value terms
MEG WHEATLEY:
Something's are constant like values but we should
consider the darker side while striving the major
change
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 Things are very different ; increasing
interconnectedness
 Failure of old paradigm;
 Failure of previous projects
 Is the system developing greater capacity or
unraveling?
 Hard to provide a solution ; lacking mean and resources
 OD has always been a profession of idealists( W,H
questions )

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 help every voice be heard
 Systems. We simply see, believe, and breathe system.
 Purpose. There are no throwaway lines in our lives. In
any part of the system we enter, we are always “on
purpose.”
 Change Journey. We all recognize change as a journey,
not just a “one-time” fix-it happening.
 Theory Base. All of our work is rooted in robust theory
 Values. Everything we do, in every part of our life
journey, is based consistently on values.
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 Purpose to serve the stakeholders
 exciting thing :we collectively engaged in helping
organizations produce idiosyncratic models/forms
in response to the changes in the environment.
 Worry : Do we have a vested interest in the
perpetuation of organizational dysfunction?

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 Balance between the good work an product with
the best interests of its people
 my purpose is challenging the organization
because its leadership to always be planning,
making decisions, strategizing, and so forth
conditions

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 Purpose : to make a world a better place
 OD meant knowing himself and using himself as an
instrument for change.
 Learned to trust my abilities and emotions
 to know what my limits are as well as how my identities
and experiences impact my practice.

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 Purpose: I value bringing people together from all
walks of life—multiple perspectives, conditions,
values,beliefs, and attitudes.
 When I started working in OD, my goal was to make a
lot of money first
 Mentor: Do what you love to and money will follow you
So I redefined my purpose

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 OD work in the hope of finding a more effective
way to facilitate change
 needed changes was painful and slow
 what remains of the work is the growth of the
individual.(rest was because of mergers, new
leadership etc)

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 Agreed with Robert
 When our goal or purpose is to improve the human
condition or to help individuals to improve
themselves, there is always something to look
back on and something to look forward to.

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I have long believed we must become more
involved in broader perspectives
 longer time frames, and more systemic and
socially responsible ways of considering our
work.
 purpose is very focused on bringing
awareness to individual and collective
thought patterns in order to enable healthy
choices in the context of larger system
awareness
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WHOM DO WE SERVE ?

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 Interested in what was going on with people inside
of the system.
 But personally committed to encouraging people to
notice this question of “Whom do you serve?” Is it
our careers, our status, our paychecks, or people
(the humanistic values)? Is it these deeper values? Is
it some deeper recognition that a human being,
whoever he or she is, is worth being active for?

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 It was very typical in those early years when most of
us were university-based and had a guaranteed
income that people entered the field to change the
world.
 He’d ask interns what attracted them to the field,
and the almost universal answer was, “I want to
make this a better world. I want to have a role in
improving the kind of world we’re in.”
 That has changed, at least for some.

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 When we are talking about whom we serve,
or what, my service is to the highest level my
spiritual practices can take me. At the
present, this means focusing on the greatest
good, even in the darkest corners.

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 I determine whom I serve from the vantage point of
agreements. First, I have agreements with myself about the
kind of person I am (values and beliefs). Second, I have
agreements about the kind of work that I will do (principles
or guidelines).
 With the first two agreements, I must be as clear as possible
in order to enter a conscious agreement with the client. This
goes to what others have said about knowing thyself, the
self is the instrument, and knowing the reason I do my work.
When I am unclear about my foundation, then I will fail to
optimize the service I am to provide.

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 Believeswe as OD/HSD professionals are
serving the individual, community, and
organizational stakeholders that comprise
the human systems from which they (and we)
are a part. By “serving,” we mean to help
stakeholders to help themselves. Human
Systems includes the word human, which
implies everything associated with being
human—mind, body, and spirit.

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 Fundamentally, I know that I serve my own values and
interests. That’s why clarity and self-awareness are such
critical competencies for people in the helping fields.
Secondly, I serve the people who create the economic value
—that is, the folks who actually do the day-to-day work in
my client systems.
 To that end, I serve managers—the front-line supervisor, the
team leader, the executive. I truly believe that skilled and
caring managers create livable work environments, and it is
my life work to help each manager do that job better and, as
a consequence, experience more fulfillment in his or her own
life as a result. I also believe that this pathway leads to viable
organizations (for-profit, non-profit, government, and
others).
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 The “whom do we serve” question has always been
two-pronged for him. There is the “client” and his or
her best interests as a direct “who,” but there is also
an indirect beneficiary, a broader “whom.” I choose
the first very carefully and make sure that what they
are about is consistent with what I am all about.
When I worked with my first non-profit client, I was
totally hooked! I prefer working with client systems
that really care about the mission and outcomes for
their client communities.

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Iattempt to always serve the individual who
has appeared in front of me. I believe that
serving—I mean really serving—the individual
will serve the community and, ultimately, the
world.

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 We serve everyone. We serve those who are in front
of us in the moment when we attend to them, and
we serve those who are not there when we ask
ourselves how this will impact those who are not
present. We serve those whose voices are in the
room when we listen attentively and those whose
voices are not in the room when we bring their
concerns into the conversation. We serve our self-
interest when we place our values or our economic
needs first and the self-interest of others as we
facilitate their agendas.

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 We serve those in power as we help make
their dreams come true and those not in
power when we help make their dreams
come true. We serve the whole when we take
the systems view, and we serve the part
when we make sure they are included in the
conversation. We serve those who have come
before us and those who will come after us.

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