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Organizational Development: Effective Contracting for Planned Change

This chapter focuses on the crucial steps of entering and contracting in the organizational change process. It covers topics such as clarifying organizational issues, selecting consultants, creating effective contracts, and managing emotional demands during entry. The chapter aims to equip readers with the knowledge and skills needed to navigate the initial stages of planned change successfully.

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Organizational Development: Effective Contracting for Planned Change

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  1. Organization Development and Change Chapter Four: Entering and Contracting Thomas G. Cummings Christopher G. Worley

  2. Learning Objectivesfor 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 South-Western College Publishing

  3. 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 South-Western College Publishing

  4. 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 South-Western College Publishing

  5. 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 South-Western College Publishing

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