MGT3OCD: Lecture 2

1. The Organization Development Practitioner and The Process of Organization Development MGT3OCD: Lecture 2

2. Learning Objectives Understand the role of the OD practitioner Develop necessary competencies required of an effective OD practitioner Understand the roles and ethical conflicts that face OD practitioners. To describe steps associated with starting a planned change process

3. Organization Development Practitioners OD practitioners refer to three groups of people specialising in OD as a profession Internal or External Consultants Specialists in Reward Systems, Organization Design, Quality, Information Technology and Business Strategy Managers and Administrators who apply OD to their own work practice 3

4. The OD practitioner OD practitioners focus on people OD practitioners challenge employee attitudes The OD practitioner is engaged change that includes the following: Creating organizational development People and Team building Intergroup development Process Consultation 4

5. Key OD practitioner skills Diagnostic ability Knowledge of behavioural science Empathy Knowledge of theories and methods Goal-setting ability Problem-solving ability Self-assessment and objectivity Flexibility and honesty 5

6. Key skills: core and advanced Intrapersonal skills Self-awareness and enquiry Interpersonal skills Sustaining effective relationships with individuals and groups Organization behaviour/organization development knowledge and intervention skills Data collation, analysis and presentation skills Management knowledge areas e.g. experience as a line manager General consultation skills Managing all facets of the consulting process Organization development theory Knowledge of OD change processes 6

7. Advantages: Ready access to clients Intimate knowledge of the organization, its dynamics, culture and informal practices Access to a variety of organizational information Less threatening than ‘outsiders’ and better able to establish rapport and trust Internal change agents – advantages and disadvantages 7

8. Disadvantages of internal change agents Lack of objectivity Overly cautious, likely when dealing with internal power structures May lack certain skills and experience in facilitating organizational change 8

9. Advantages of external change agents Expertise that is unavailable internally More objective perspective into the organization development process Ability to probe difficult issues and to question the status quo They are also afforded some deference and power 9

10. Disadvantages of external change agents Extra time required to familiarise themselves with the organization Organization may be wary of outsiders Perception within the organization that outsiders have little invested in outcomes 10

11. Knowledge process 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 consultant’s knowledge and experience Use of client’s knowledge and experience 11

12. Dealing with conflict Conflict can be internal or external Requires OD Practitioners to have highly developed political skills Understanding issues of power and personal interest Executing power-orientated interventions 12

13. Professional ethics: Ethical issues: Misrepresentation Misuse of data Coercion Values and goals Technical Ineptitude Need to ensure: Ethics Policies Ethical Guidelines 13

14. A Model of Ethical Dilemmas Antecedents ProcessConsequences Role of the Change Agent Role Episode Ethical Dilemmas • Misrepresentation • Misuse of data • Coercion • Value and goal • conflict • Technical • ineptness • Role conflict • Role ambiguity Values Goals Needs Abilities Role of the Client System Cummings & Worley, 9e (c) 2008 South-Western Cengage Learning

15. Ethical dilemma Imagine you are the CEO of an insurance company and you find that two of your sales representatives have been bribing managers of organizations to purchase insurance policies. The company has a strict policy that sales representatives have to follow protocol and under no circumstances are they allowed to engage in bribery. Any incentive for organizations to purchase insurance must be company driven and approved. Is it ethical for sales representatives to engage in this kind of practice? Would it make a difference if the sales representative claimed he/she did not know the policy? What would you do as the CEO? 15

16. OD Development - Entering Process • Clarifying the Organizational Issue • Presenting Problem • Symptoms • Determining the Relevant Client • Working power and authority • Multiple clients -- multiple contracts • Selecting a Consultant – Expertise and experience Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning

17. 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, 9e (c) 2008 South-Western/Cengage Learning

18. Interpersonal Issues of Entry • Client Issues • Exposed and Vulnerable • Inadequate • Fear of losing control • OD Practitioner Issues • Empathy • Worthiness and Competency • Dependency • Over identification Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning

19. Summary OD Practitioners should possess skills and knowledge to be effective OD professionals: intrapersonal, interpersonal, general consultation and ethical OD Values and Ethics ensure good practice Entering a contractual arrangement requires mutual expectations, adequate resources and effective interpersonal skills 19