V Define role of OD practitioner.

V Identify your strengths and areas of improvement as

potential practitioner.
V Experience and practice your style of intervention
and influence in a group.
Ohange programs do not happen accidentally.
Initiated with purpose and require leadership.
OD practitioner deals proactively with changing
forces.
@
 
  

orced on organization by external
environment.
Not prepared for.

   
Deliberate attempts to modify organization.
Not previously associated with client system.
ë 
V Different viewpoint and objectivity.
V Not dependent upon the organization.
  
V nfamiliar with organization.
V nfamiliar with culture, communication
networks, and power systems.
—ember of organization who can be:
V A top executive.
V Employee who initiates change in work
group.
ë 
V
amiliar with culture and norms.
V Knows power structure.
V Personal interest in organization.
  
V —ay lack specialized skills.
V Lack of objectivity.
V Likely to accept organizational system.
V —ay lack necessary power and authority.
J ¦eam combines external practitioner working with internal practitioner.

J Probably most effective approach.

J Partners bring complementary resources.

J External practitioner brings expertise, objectivity, and new insights.

J Internal practitioner brings knowledge of issues and norms, and

awareness of strengths and weaknesses.

J Provides support to one another.

J Achieve greater continuity over OD program.

J ¦eam combines advantages of both while minimizing disadvantages.

Practitioners have variety of styles.
View styles as degree of emphasis placed upon
2 dimensions:
V Eff  Ô degree of emphasis upon
goal accomplishment.
V — Ô degree of emphasis upon
relationships and participant satisfaction.
@. Stabilizer style 3. Persuader style
2. Oheerleader 4. Pathfinder style
style
3. Analyzer style
 Stabilizer Style
—aintains low profile.
¦ries to survive by following directives.

Oheerleader 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.
Desired style for OD practitioner.
@. Oommunication. 4. Group norms and
2. —ember roles in growth.
groups. 5. Leadership and
3. Group problemÔ authority.
solving. 6. Intergroup
cooperation.
V An intervention is a set of sequenced and
planned actions or events intended to help the
organization increase its effectiveness.

V It involves a collaborative relationship between a

consultant and a client.

V OD consultants may posses different consulting

styles, philosophies and approaches.
VA planned intervention is moving into an
existing organization and helping it.

V In
effect examine the present ways of
work, norms and values.

V Look for alternative ways of working,

relating or rewarding.
V Data gathering

V Diagnosis

V
acilitating change
V Process Oonsultation (Assisting instead of
control)

V Diagnosis participation and suggestions

V Expert and technical advice

V Leadership skills
V Project management skills
V Oommunication skills
V Problem solving skills
V Interpersonal skills
V Personal skills
V ¦eam development
V Strategy development
V —anagement development
V Employee development
V ¦echnology integration
 Ê   

  Ê
   Ex
 

 

   
 ë  

Ê    
  
x
 


  
    
 
f 


  x
 

  

 f
   

   —
º ¦he change agent should act congruently
(authentically) in accordance with the values
he/she is attempting to impose upon the
client·s value system
º In short, the consultant should ¶practice
what he/she preaches·.
º ¦he consultant must think and act in a way
that will create and enhance a positive
climate for participation and learning.
V ¦hebasic value system of the OD
practitioner may not be compatible with the
organizational culture, as a result, conflicts
may arise between the value systems of the
consultant and client or organization.
V¦
¦
V¦

 
 ¦

V¦
 
V¦


 Ê


Ô! !!
"ë
 —ë Ê E #
  

  ÔÔ D,Ô
ëë"E $ë—E —ë "
Ê


^

^

V ¦he Level of Oommitment to Ohange

V ¦heDegree of Leverage or Power to Influence

Ohange

V ¦he Olient·s manipulative use of the Oonsultant

    

V Identify system parameters and recognize symptoms,
problems, and causes of organizational ineffectiveness.
V Recognize techniques for gathering information from
client systems.
V Describe major diagnostic models and techniques used
in OD programs.
V Apply systematic diagnosis to organizational situations.
V Describe major diagnostic models and techniques used
in OD programs.
V Apply systematic diagnosis to organizational situations.
Identification of areas for improvement.
Assess organization·s current performance and
desired level of quality.
Provides information that allows for fasterÔ
reacting organization.
Analyzes data on structure, administration,
interaction, and other elements.
A systematic approach to understand present
state of organization.
Specifies nature of problem, causes, and
provide basis for selecting strategies.
Involves systematic analysis of data.
[ Simplicity. [ Primary factors.
[ Visibility. [ —easure what·s
[ Involvement. important.
[ Sense of urgency.
Diagnosis is cyclical process involving:

V Data gathering. V Interpretation.

V Identification of V Potential
action
problem areas. programs.
Step @: ¦entative problem identified.
Step 2: Oollect data.
Step 3: Analyze data.
Step 4:
eedback data.
Step 5: —ore data needed?
Step 6: Problems areas identified.
Step 7: Is client motivated?
Step 8: Diagnosis and work on problem.
Step 9: —onitor and assess results.
Difference between what organization could
do and what organization is doing.
@. Organization·s strengths.
2. What can be done to take advantage of
strengths.
3. Organization·s weaknesses.
4. What can be done to alleviate weaknesses.
Of OD practitioners, 70% reported using a
model to assist in identifying problems.
—odels may be used to analyze structure,
culture, and behavior of organization.
V Analytical V Sociotechnical systems
V EmergentÔgroup V Oause maps and social
behavior network analysis
V —anagement V
orceÔfield analysis
practitioner
sed for interdepartmental issues.
Examines characteristics of departments.
Objective to help departments achieve
integration.
sed to analyze interdependence of groups.
Oollects data on activities, interactions, and
norms.
½
 

 
V Œasic planning. V Advertising and
V General business promotion.
practices. V —arket research.
V
inance. V Personnel.
¦wo interrelated systems in organization:
Social system. ¦echnical
system.
¦he 2 systems are interrelated.
Diagnosis determines interrelationships and
type of feedback required.
Oause maps³mathematical representations of
relationships among variables.
Social network analysis³mathematical
representation of individual and group.
Analysis reveals important interdependencies.
Œehavior balance between forces working in
opposite directions.
Restraining forces Ô act to keep organization
stable.
Driving forces Ô act to change organization.
When forces equal, organization in quasiÔ
stationary state of equilibrium.
Analysis determines forces to increase or
decrease.
V   

º f %    f f
   

º  f   &ff

f
    f 

V 
   

@  f   f&' 

V Ô f    &' 

V Ô   f  

    f  fÊ

 
 .
   ff

Ô  
   f  &xÔ 
& (Ô

Ô    

 f  
  &

Ô        

   f 


)   f     

Ô   &  

Ô   &%   

Ô   


   
V  f 

Ô 
Ô 

Ô  
f  x   
 

  
 f 
 
ëf  
 
    
   
  &    &  f   
    &ff    


V   f 

Ô  &*  & &f

  f fÔ   

Ôë  

 & ff   
 

E   ff f 

V    f    
f      *

V   Ô      

f *"    &*
V  Ô "   f *

V     Ô  

 
     %  & 
    

V  "  ffÔ  fff &


 &'
V Oonfidentiality
V ¦he Over Diagnosis
V ¦he Orisis Diagnosis
V ¦he ¦hreatening and Overwhelming Diagnosis
V ¦he Oonsultant·s
avorite Diagnosis
3 major categories
V Outsourced functional expertise
V Subject specific
V New experience
V [ ë  +   & 
*  
 
V dots? Do they understand how to use the system to leverage change?
V [ ë  f +       x
 
 
V sound theory and practice? Is there a body of research or inquiry that supports their
way
V of working? Oan they explain their theoretical foundation in a way that makes sense
to
V others and can be integrated or merged with the organization·s culture?
V [ ë  

 +   % *ë  

 
V in their thinking? Are they able to stimulate discussion in a way that engages the
V imagination of the organization and calls into question the status quo?
V [ ë


+  &f 
*
 
V understand the impact of change on others? Are they courageous and willing to
speak up
V for unpopular issues? Do they see the potential in others and are they willing to put
V themselves at risk so that that potential may be realized?
V [ ë
   +   
      
 *
V Oan they act as a filter and absorb the anxiety in the organization, allowing it
dissipate or
V foster appropriate action. Oan they ruffle feathers? Oan they soothe the nerves?