organizational development consulting

8/3/2019 Organizational Development Consulting

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Organizational Development

Consulting

Prof. Rushen Chahal



N A T U R E O F T A S K

COMPLEX

SIMPLE

PROCESSFOCUS

CONTENTFOCUS

FOCUS OF WORK

ME

JOB

ODDomain



N A

T U R E O F T A

S K

COMPLEX

SIMPLE

PROCESSFOCUS

CONTENTFOCUS

WHO AM I?

ROUTINE

TASKS



The OD consultant moves from

an understanding of himself tounderstanding others«..how

others are and how they work .



N A T U R E O F T

A S K

COMPLEX

SIMPLE

PROCESSFOCUS

CONTENTFOCUS

WHO AM

I ?

ROUTINETASKS



This is the difference between OD

consulting and other types of

change consulting.



K handwalla (2001) talks about

two major modes of changeconsulting.

The McK insey model

The µMovement¶ model



McK

insey model

This was shorthand for K handwalla tocategorise the approach of most

international consultancy firms like

McK insey, Arthur Andersen, BCG, K PMG,Arthur D. Little, Price Waterhouse Coopers,

etc.



McK

insey model attributes Highly analytical

Market-focus

Core competencies

Choice of business

Competitive advantage Structure and control

MIS



McK

insey model attributes Downsizing

Strategic skill development (eg. M&A, project

evaluation, pricing, Govt. interface) Value-driven

Strong leadership (taking charge, restructuring,vision/mission, delegation to trusted technocrats

when needed) Planning

Second-class considerations: ethics, values, participation, or social responsibility.



µMovement¶ or OD model

attributes Participation, incl. participatory decision-

making

Strong personal commitments

Team-orientation

Widespread credibility, and tangible steps

Innovation and improvisation Optimism, empowerment, feeling of

µrightness¶



Differences between McK

insey& OD methods



Definition of issues

By top management, often through external

consultants vs. broad-based, involving the

stake-holders



Designing of change

Centralised vs. interactive and participative

According to a blueprint vs. according to

the emerging consensus.



Content of change

Strategic vs. Emotional

Structure vs. Total culture and systems



Nature of leadership

Transactional (relating to incentives,rewards, punishments, etc.) vs.

Transformational.

Change from the top vs. change at ALLlevels.



Values

Focus on efficiency vs. stress on quality of

life, community, and core social values.



Empowerment

The need for µcommand and control¶

structures always threatens empowerment

vs. belief in trust and peer group control.



Learning new ideas

Partial, and mostly at the top vs.organisation-wide and deep

Confined to strategies, systems and

structures vs. including human relations andcommunity.



Motivation

Calculative and rational vs. intrinsic, ideal-

directed, and self-actualising



Results

Modest but certain vs. Potentially great but

uncertain.



Understanding the OD

consultant¶s role He is a collaborator, not an µexpert¶

Working together with the client, not alone.

Information not existing, but to be collected. Consultant works not just with the µboss¶ but with

the whole group, but he respects power realities.

µSolution¶ is not with the consultant, but the

group. Consultant is jointly, not exclusively responsible.

Concerned about implementation.



µHelp¶ modes µDescribing¶ another

µDisclosing¶ one¶s own thoughts & feelings.

µDiagnosing¶ or µinterpreting¶ hidden, non-

observable realities.

µPrescribing¶ or µrecommending¶ specific

remedies or actions to be undertaken by the

person with the µproblem¶









person with the µproblem¶

OD

Help

Mode









person with the µproblem¶McK insey-type



OD Consultation Skills/Competencies

Listening

Empathy

Flexibility Confidence

Objectivity + Subjectivity

Mutuality + support Experimentation

Judgement



4-stage Model of OD from

client¶s point of view Initial Magical Assumptions (Thinking-

Testing)

Dependency ± Acceptance

Emergence of Competence

Possible Counter-Dependency

Emergence of Self-Sufficiency



OD Techniques

Its incorrect to think that mastery over techniques is the key to success as an

OD consultant.



OD Techniques

Workshops, meetings, training programmes, exercises, games,

surveys, action research, etc.



Techniques follow, they never

replace, one¶s personal psychological readiness for OD

work



An OD consultant¶s

psychological check-list



Clarity

I think that I understand this client systemvery clearly. I understand its dynamics,

structure, leadership patterns, norms, etc.



Connectedness

I feel in touch with the people in this client

system. I feel that I know them and that

they know me. I do not feel alienated or

distant from them.



Caring

I care about people in this client system. I careabout what happens to them.



Resources

I think that I have resources ± i.e. skills,

abilities, ideas ± which can be of assistance

to this client system.



Team Coherence

If there are other consultants with me, I amworking in synchrony with them; we are

working together and not at cross-purposes.



Marginality

I am able to be both a part of this clientsystem and apart from it. I am neither so far

out as to lose my effectiveness, nor so far in

that I lose my perspective and objectivity.



Authenticity

I talk straight with people in this client-system; I don¶t have to be overly cautious

or pussyfoot around.



Use of Potential

I am using what I¶ve got to give to this client

system. My most important skills, abilities,resources, ideas, and, most important, my

humanity, are being invested in this client

system.



Other OD consulting issues



Who is the client ?



Trust and Power



Expertise«.advantages and

disadvantages



Appropriateness and depth of Interventions



Depth of

inter-

vention

Inter-

vention target

Intervention technique:

a)structural b) educational

c)therapeutic

Less(High

Accessibility,

Low

Individuality)

(Low Acc.

High Individ.)

More

FormalGoals

Procedures

Structures

TasksRules

Policies

Skills

InformalRoles

Interactions

Self

Unconscious

Job enrichments

MBO

Role Analaysis

Attitude SurveysIntergroup meetings

Team-Building

T-Groups

Personal Growth

Laboratories

Group Therapy



Entry, Inclusion, and Exit

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