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3 the organization development practitioner


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3 the organization development practitioner

  1. 1. The Organization Development Practitioner
  2. 2. Who is the OD Practitioner? O They may be internal or external consultants who offer professional services to organizations, including their top managers, functional department heads, and staff groups. O They may be those specializing in fields related to OD, such as reward systems, organization design, total quality, information technology, and business strategy.
  3. 3. Who is the OD Practitioner? O The increasing number of managers and administrators who have gained competence in OD and who apply it to their own work areas.
  4. 4. Competencies of an Effective OD Practitioner KNOWLEDGE AND SKILLS
  5. 5. Foundation Competencies O Intrapersonal Skills O Conceptual and analytical ability O Integrity O Personal Centering O Active learning skills O Personal stress mgt. O Entrepreneurial skills
  6. 6. O Interpersonal Skills O Listening O Establishing trust and rapport O Giving and receiving feedback O Negotiation skills O Counseling and coaching O General Consultation Skills O Organizational diagnosis O Designing and executing an intervention
  7. 7. O Organization Development Theory O Planned change O Action research model O Contemporary approaches to managing change O Assessing and institutionalizing change programs
  8. 8. Role of Organization Development Professionals O Position O Internal and External Consultants O Marginality O Use of Knowledge and Experience
  9. 9. The Organization Development Practitioner Professional Values
  10. 10. O Traditionally, OD practitioners have promoted a set of values under a humanistic framework including a concern for inquiry and science, democracy, and being helpful. They have sought to build trust and collaboration; to create an open, problem-solving climate; and to increase the self-control of organization members. O More recently, they have extended those values to include a concern for improving organizational effectiveness and performance. They have shown an increasing desire to optimize both human benefits and production objectives.
  11. 11. O In addition to value issues within organizations, OD practitioners are dealing more and more with value conflicts with powerful outside groups. Organizations are open systems and exist within increasingly turbulent environments. Those external groups often have different and competing values for judging the organization’s effectiveness. O Practitioners must have not only social skills but also political skills, They must understand the distribution of power, conflicts of interest, and value dilemmas inherent in managing external relationships, and be able to manage their own role and values with respect to those dynamics.
  12. 12. O Interventions promoting collaboration and system maintenance may be ineffective in a larger arena, especially when there are power and dominance relationships among organizations and competition for scarce resources. Under those conditions, they may need more power-oriented interventions, such as bargaining, coalition forming, and pressure tactics.
  13. 13. The Organization Development Practitioner Professional Ethics
  14. 14. O Ethical issues in OD are concerned with how practitioners perform their helping relationship with organization members. Inherent in any helping relationship is the potential for misconduct and client abuse. OD practitioners can let personal values stand in the way of good practice or use the power inherent in their professional role to abuse (often unintentionally) organization members.
  15. 15. O Ethical Guidelines O Ethical Dilemmas O Misrepresentation O Misuse of Data O Coercion O Value and Goal Conflict O Technical Ineptness