Your SlideShare is downloading. ×
0
Organizational Development
   Client – Consultant Relationship

                       Group Members:
                    ...
OD consultant’s Entry

   Usually starts of with a phone call

   Followed by personal meeting with the client
   Detai...
Defining The Client system
   “To intervene is to enter into an ongoing system of
    relationships, to come between or a...
The Trust
   Mutual trust – a key ingredient for success of OD
    activities

   Each interaction between Client & Cons...
Consultant’s Expertise
   OD Consultant
   An expert in strategic planning content
   A Facilitator

   Facilitator ro...
Depth of Intervention
Roger Harrison’s terms
 Concept of accessibility
 Concept of individuality



2 criteria for deter...
Continued..

   How well are we performing as a total organization ?
   How well are we doing as a large unit?
   How w...
Appropriate Interventions

   “What is going well in our weekly department head
    meetings”
   “What is preventing the...
The consultant as a model


   The consultant’s words and apparent feelings
    need to be congruent
The consultant team as a microcosm

   Consultant team must set an example of an effective
    unit
   Practitioners nee...
Feedback loops

   Collecting feedback – Very vital

   Helps in altering / improving the OD activities

   Collecting ...
The Dependency Issue & Terminating The
                Relationship

   Enhancing - Internalize skills – Expert Vs Facili...
Continued..

   Helping people rest grudges & unwanted issues
   Internal power struggles
   Political power maneuverin...
Ethical Standards In OD

   Misrepresentation of the consultants’ s skill
   Professional/Technical Ineptness
   Misuse...
Implications Of OD For The Client
   To enlarge the database for making management
    decisions

   To expand the influ...
Continued..
   To legitimize conflict as an area of collaborative
    management

   To examine its own leadership style...
Thank You..
Upcoming SlideShare
Loading in...5
×

Client Consult Reltshp

2,052

Published on

Published in: Technology, Business
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
2,052
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
113
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

Transcript of "Client Consult Reltshp"

  1. 1. Organizational Development Client – Consultant Relationship Group Members: Arun Yaswanth Vinod Venkat Abhay
  2. 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. 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. 4. The Trust  Mutual trust – a key ingredient for success of OD activities  Each interaction between Client & Consultant builds trust  Confidentiality Trust
  5. 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. 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. 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. 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. 9. The consultant as a model  The consultant’s words and apparent feelings need to be congruent
  10. 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. 11. Feedback loops  Collecting feedback – Very vital  Helps in altering / improving the OD activities  Collecting feedback – improves the rapport between the consultant & client
  12. 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. 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. 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. 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. 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. 17. Thank You..
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×