This document discusses organizational development (OD) consulting and the consultant-client relationship. It outlines the roles and responsibilities of consultants, including providing information and recommendations to clients, solving problems, making diagnoses, and assisting with implementation. The document also discusses areas of issues that can arise in the relationship, such as defining responsibilities, building trust, and ensuring ethical standards. Finally, it provides tips for consultants on building effective relationships with clients and achieving positive outcomes.

2.  A person or organization using the services of
a lawyer or other professional person or
company .

3.  A person who provides expert advice
professionally in a specific field and has wide
knowledge of the subject matter.
 Internal consultant
 External consultant

4. 1. Providing information to client.
2. Solving a client’s problem.
3. Making a diagnosis.
4. Making recommendations.
5. Assisting with implementation.
6. Building a consensus
7. Facilitate client learning.
8. Permanently improving organization's
effectiveness.

5. AREAS OF ISSUES IN CONSULTANT –
CLIENT RELATIONSHIP
Entry and contracting
Defining the client system
Trust
The nature of consultant’s expertise
Diagnosis and appropriate interventions
The depth of interventions

6. On being absorbed by the culture
The consultant as a model
The consultant team as a microcosm
Action research and the od process
Client dependency and terminating the
relationship
Ethical standards in OD
Implications of OD for the client

7.  OD Consulting contract can occur in various
ways.
 The consultants & clients begin to sought out
what group should do to in order to start a
logicalOD intervention.
 When both the parties agree , this becomes
the overall psychological contract.

8.  Usually the consultant is referred as singular
but there can also be consultant teams.

9.  People will be encouraged to criticize their
superiors.
 Subordinates may be concerned that they
will be manipulated toward their superior’s
goals with little attention given to their own.

10.  It is possible and desirable for the OD
consultant to be an expert .
 But the OD consultant also needs to resist the
temptation of playing the content expert.
 OD consultant should be prepared to
describe in broad outline what the
organization might look like.

11.  Temptation to a apply a particular
intervention technique.
 Appropriate interventions with intensive look
at the data.

12. ACCESSIBILITY : PUBLICVS HIDDEN DATA
INDIVIDUALITY :SELFVS ORGANISATION

13.  Consultant let himself indulge into joining the
culture of the client organization.

14.  The consultant should practice what he she
preaches.
 The consultant should give out clear
messages.

15.  The team must set an example of an effective
unit to enhance its credibility
 The team should have n effective
interpersonal relationship.
 Practitioner should also focus on continuous
growth & process renewal.

16.  Simple questionnaires or interviews could be
helpful.

17.  Relationship between consultant and client
depends on :
 consultant competence :the longer the
consultant are able to provide innovative and
productive intervention the more longer the
relationship will lasts.
Client resourcefulness & capabilities in OD.

18.  LouisWhite & KevinWooten see five
categories of ethical dilemmas in OD practice
stemming from either the client or consultant
actions or both. These are :
1. misrepresentation & collusion
2. Misuse of data
3. Manipulation and coercion
4. Value & goal conflicts
5. Technical ineptness

19. 1. Honesty
2. Openness
3. Voluntarism
4. Integrity
5. Confidentiality
6. The development of people
7. The development of consultant expertise
8. High standards & self-awareness

20. 1. To enlarge the database for making
management decisions
2. To expand the influence process
3. To capitalize the strengths of formal system
4. To become more responsive
5. To legitimize conflicts
6. To examine its own leadership style
7. To encourage collaborative management

21.  BETRANSPARENT
 UNDER COMMIT-OVER DELIVER
 DON’T BE AFTRAIDTOTELLTHE CLIENT
THATYOU HAVE A DIFFERENCE OF
OPINION
 SOCIALIZE
 OFFER KNOWLEDGETRANSFER INTHE
FORM OF COACHING & MENTORING.