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TRANSCRIPT
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 1
Chapter 4Chapter 4
Role and Style
of the OD Practitioner
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 2
Learning Objectives
Define role of OD practitioner.
Identify your strengths and areas of
improvement as potential practitioner.
Experience and practice your style of
intervention and influence in a group.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 3
You Need a Machete at Sears(part 1 of 2)
Sears bought Lands’ End to upgrade its apparel
image.
Can Sears avoid hurting the image of Lands’
End?
Sears is giving apparel operations to Lands’
End management.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 4
You Need a Machete at Sears(part 2 of 2)
Culture clashes between Lands’ End and
Sears.
“You need a machete” to get through it all, says
former VP.
Another says, “… to be successful …, you need
to work through a culture, not against it.”
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 5
Haphazard VersusPlanned Change
Change programs do not happen accidentally.
Initiated with purpose and require leadership.
OD practitioner deals proactively with changing
forces.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 6
Two Types of Changein an Organization
1. Random or haphazard change.
Forced on organization by external
environment.
Not prepared for.
2. Deliberate attempts to modify organization.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 7
External Practitioner (part 1 of 2)
Not previously associated with client system.
Advantages:
Different viewpoint and objectivity.
Not dependent upon the organization.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 8
External Practitioner (part 2 of 2)
Disadvantages:
Unfamiliar with organization.
Unfamiliar with culture, communication
networks, and power systems.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 9
Internal Practitioner (part 1 of 3)
Member of organization who can be:
A top executive.
Employee who initiates change in work group.
From human resources or OD department.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 10
Internal Practitioner (part 2 of 3)
Advantages:
Familiar with culture and norms.
Knows power structure.
Personal interest in organization.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 11
Internal Practitioner (part 3 of 3)
Disadvantages:
May lack specialized skills.
Lack of objectivity.
Likely to accept organizational system.
May lack necessary power and authority.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 12
External-Internal Practitioner Team
(part 1 of 3)
Team combines external practitioner working
with internal practitioner.
Probably most effective approach.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 13
External-Internal Practitioner Team
(part 2 of 3)
Partners bring complementary resources.
External practitioner brings expertise,
objectivity, and new insights.
Internal practitioner brings knowledge of issues
and norms, and awareness of strengths and
weaknesses.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 14
External-Internal Practitioner Team
(part 3 of 3)
Provides support to one another.
Achieve greater continuity over OD program.
Team combines advantages of both while
minimizing disadvantages.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 15
Our Changing World:One Country’s Resistance to Consulting Grows (part 1 of 2)
Management consulting in Germany with
public-sector causes a political fight.
Involves U.S. and German management firms.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 16
Our Changing World:One Country’s Resistance to Consulting Grows (part 2 of 2)
Contracts legal but effectiveness questioned.
Occurring when German economy in poor state.
Management consulting new to public sector.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 17
OD Practitioner Styles
Practitioners have variety of styles.
View styles as degree of emphasis placed upon
2 dimensions:
Effectiveness - degree of emphasis upon
goal accomplishment.
Morale - degree of emphasis upon
relationships and participant satisfaction.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 18
Five Practitioner Styles (part 1 of 6)
1. Stabilizer style
2. Cheerleader style
3. Analyzer style
3. Persuader style
4. Pathfinder style
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 19
Five Practitioner Styles (part 2 of 6)
Stabilizer Style
Maintains low profile.
Tries to survive by following directives.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 20
Five Practitioner Styles (part 3 of 6)
Cheerleader Style
Places emphasis on member satisfaction.
Does not emphasize organization effectiveness.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 21
Five Practitioner Styles (part 4 of 6)
Analyzer Style
Places emphasis on efficiency.
Little attention to satisfaction of members.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 22
Five Practitioner Styles (part 5 of 6)
Persuader Style
Seeks compromise between cheerleader and
analyzer styles.
Achieves average performance.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 23
Five Practitioner Styles (part 6 of 6)
Pathfinder Style
Seeks high organization efficiency and high
member satisfaction.
Desired style for OD practitioner.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 24
Pathfinder Practitioner Focuses on Six Processes:
1. Communication.
2. Member roles in
groups.
3. Group problem-
solving.
4. Group norms and
growth.
5. Leadership and
authority.
6. Intergroup
cooperation.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 25
Figure 4.1Practitioner Styles
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 26
OD in Practice:Bain & Co. (part 1 of 2)
Bain one of largest consulting firms.
30+ years old, offices in 19+ countries.
Clients include governments, businesses, and
nonprofit organizations.
Known for shrewd, suave people it employs.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 27
OD in Practice:Bain & Co. (part 2 of 2)
Employees secretive about Bain and clients.
Builds close relationship with clients.
Works directly with chief executive.
Focuses on total system.
Works collaboratively with clients.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 28
Readiness of Organization for OD
Key personnel first decide if change needed.
Learning goals of OD appropriate?
Cultural state of client ready for OD?
Key people involved?
Members prepared and oriented to OD?
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 29
The Intervention
Intervention is coming between members of
organization for purpose of change.
Planned activities.
External practitioner usually intervenes through
top manager.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 30
Who Is Client?
Who client is becomes complex as practitioner
intervenes.
Client may be organization, certain divisions, or
an individual.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 31
Practitioner Role in Intervention
Operates on belief that team is basic building
block.
Concerned with how processes occur.
Believes that assisting client, not taking control,
will lead to lasting solution.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 32
OD Practitioner Skills and Activities
Team development.
Corporate change.
Strategy development.
Management development.
Employee development.
Technology integration.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 33
Table 4.1OD Practitioner Skills and Activities
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 34
Six Key Skill Areas Critical to Success of Practitioner
1. Leadership.
2. Project
management.
3. Communication.
4. Problem-solving.
5. Interpersonal.
6. Personal.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 35
Figure 4.2Practitioner Skills Profile
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 36
Forming Practitioner-Client Relationship
A system of interacting elements.
Consists of:
Practitioner.
Client contact.
Client target system.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 37
Figure 4.3System’s View of Change Relationship
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 38
Initial Perceptions
Initial intervention an evaluation by client and
practitioner of each other.
First impressions important.
Relationship based on mutual trust and
openness.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 39
Concepts of Perception
Process whereby individuals give meaning to
environment by interpreting and organizing
sensory impressions.
People behave on basis of what is perceived
versus what really is.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 40
Perception
The process individuals use to interpret and
organize sensory impressions.
What one perceives can be different from
reality.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 41
Selective Perception
Selectivity of information that is perceived.
Process in which people tend to ignore
information that conflicts with their values.
Accepts other information that agrees with their
values.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 42
Closure
Tendency of individual to fill in missing
information in order to complete perception.
A person perceives more in the situation than is
really there.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 43
Figure 4.4Perception Formation and Effect on Relationships
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 44
Dilemma Interactions Include:
Questions about client’s definition of problem.
Client’s awareness of need for change.
Client’s unrealistic expectations.
Client’s misuse of power.
Value differences with client and practitioner.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 45
Practitioner Style Model
Practitioner brings knowledge, skills, values,
and experience.
Client system has own subculture and
readiness for change.
Together determine practitioner’s style and
approaches.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 46
Figure 4.5Practitioner Style Model
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 47
Developing Trust Relationship
Openness and trust between practitioner and
client essential.
Basic responses to build trust:
Questions.
Advising.
Reflection.
Interpretation.
Self-disclosure.
Silence.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 48
Creating Climate for Change
Practitioner “practice what he or she preaches.”
Create climate of openness, authenticity, and
trust.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 49
Practitioner-Client Relationship Modes (part 1 of 5)
1. Apathetic
2. Gamesmanship
3. Charismatic
4. Consensus
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 50
Practitioner-Client Relationship Modes (part 2 of 5)
Apathetic Mode
Keeps quiet about true ideas with practitioner.
Skeptical about change.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 51
Practitioner-Client Relationship Modes (part 3 of 5)
Gamesmanship Mode
Keeps quiet about true ideas with practitioner.
Manipulates strategic factors.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 52
Practitioner-Client Relationship Modes (part 4 of 5)
Charismatic Mode
View of changes taken from leaders’ cues.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 53
Practitioner-Client Relationship Modes (part 5 of 5)
Consensus Mode
Both client and practitioner share perceptions.
Differences are worked through.
OD practitioner attempts to operate from this
mode.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 54
Figure 4.6Four Practitioner-Client Relationship Modes
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 55
The Formalization of Operating Ground Rules
Formalization of obligations in contract
advisable for external practitioner.
Internal practitioner does not need contract, but
ground rules should be formalized.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 56
Contract with External Practitioner Specifies Items
• Point of contact.
• Role of practitioner.
• Fees.
• Schedule.
• Anticipated results.
• Operating ground
rules.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 57
Red Flags in Practitioner-Client Relationship
Level of commitment to change of client.
Degree of power to influence change.
Client’s manipulative use of practitioner power.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 58
Key Words and Concepts
Analyzer style - high on effectiveness, low on
morale.
Apathetic mode - follows established routine,
avoids responsibility.
Charismatic mode - relies on leaders to
determine if change desirable.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 59
Cheerleader style - high on morale, low on
effectiveness.
Client sponsor - person or group within
organization that requested practitioner’s
help.
Client target system - organization needing
help in change.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 60
Closure – tendency to fill in missing
information to complete perception.
Consensus mode - decisions made through
sharing viewpoints.
Dilemma interactions - result from questions
from practitioner regarding client’s problem
definition and value differences.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 61
External-internal team - change agents from
outside and inside organization.
External practitioner - change agent from
outside organization.
Gamesmanship mode - sees life as if playing
a game and goal is to win.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 62
Internal practitioner - change agent from
within organization.
Interpretation - responses used by
practitioner to explain something in terms
client can understand.
Intervention - entrance into client system and
includes variety of roles and activities.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 63
OD practitioner - change agent or person
helping client to adapt and plan change.
Operating ground rules - can include point of
contact, confidentiality, requirements from
organization, and other items.
Pathfinder style - high on effectiveness, high
on morale.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 64
Perception - process individuals use to give
meaning to environment by interpreting
sensory impressions.
Persuader style - moderate emphasis on
morale and effectiveness.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 65
Selective perception - selectivity of
information that is perceived.
Stabilizer style - low on effectiveness, low on
morale.
An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 66
Preparations for Next Chapter
Read Chapter 5.
Prepare for OD Skills Simulation 5.1.
Read and analyze Case: The Old Family
Bank.