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Client Consult Reltshp


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  • 1. Organizational Development Client – Consultant Relationship Group Members: Arun Yaswanth Vinod Venkat Abhay
  • 2. OD consultant’s Entry  Usually starts of with a phone call  Followed by personal meeting with the client  Details about the situation(s) discussed  OD consultant addresses the client  Consultant’s understanding of the situation  OD Plan is framed and evaluated
  • 3. Defining The Client system  “To intervene is to enter into an ongoing system of relationships, to come between or among persons, groups or objects for the purpose of helping them” - Argyris  Interactions, Interrelationships and interfaces
  • 4. The Trust  Mutual trust – a key ingredient for success of OD activities  Each interaction between Client & Consultant builds trust  Confidentiality Trust
  • 5. Consultant’s Expertise  OD Consultant  An expert in strategic planning content  A Facilitator  Facilitator role preferred:  Use of Client’s Internal resources  Internal skill development  Collaborative & Developmental approach
  • 6. Depth of Intervention Roger Harrison’s terms  Concept of accessibility  Concept of individuality 2 criteria for determining the appropriate depth of intervention  To intervene at a level no deeper than that required to produce enduring solutions to the problems at hand  To intervene at a level no deeper than that at which the energy and resources of the client can be committed to problem solving anf to change
  • 7. Continued..  How well are we performing as a total organization ?  How well are we doing as a large unit?  How well are we doing as a team?  How well are you and I working together?  How well are you doing?  How well am I doing?
  • 8. Appropriate Interventions  “What is going well in our weekly department head meetings”  “What is preventing the meetings from being as effective as we’d like”  “Start where the system is” – Herbert Shepard
  • 9. The consultant as a model  The consultant’s words and apparent feelings need to be congruent
  • 10. The consultant team as a microcosm  Consultant team must set an example of an effective unit  Practitioners need the effectiveness that comes from continuous growth and renewal processes  Quality of interrelationships within the consulting teams carries over directly into the quality of their diagnosis, interventions designs and interventions
  • 11. Feedback loops  Collecting feedback – Very vital  Helps in altering / improving the OD activities  Collecting feedback – improves the rapport between the consultant & client
  • 12. The Dependency Issue & Terminating The Relationship  Enhancing - Internalize skills – Expert Vs Facilitator  Consultant Intervention – Client “free, informed choice”  Consultant’s dilemma – increase resourcefulness Vs remain involved, needed & competent  Consultant’s judgment – declining OD efforts
  • 13. Continued..  Helping people rest grudges & unwanted issues  Internal power struggles  Political power maneuvering  Longtime OD – solves problem – rarely used  Temporary neglect ions - right spirit – informal approaches.  Termination – a good choice
  • 14. Ethical Standards In OD  Misrepresentation of the consultants’ s skill  Professional/Technical Ineptness  Misuse of data  Collusion  Coercion  Promising unrealistic outcomes  Deception & conflict of values
  • 15. Implications Of OD For The Client  To enlarge the database for making management decisions  To expand the influence processes  To capitalize on the strengths of the informal system  To become more responsive
  • 16. Continued..  To legitimize conflict as an area of collaborative management  To examine its own leadership style and ways of managing  To legitimize and encourage the collaborative management of team, inter team, and organization cultures
  • 17. Thank You..