Week 8 Final
Organization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley
CHAPTER
3
The Organization Development Practitioner
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Learning Objectives
Discuss the roles and characteristics of OD practitioners.
Describe the competencies required of effective OD practitioners.
Compare the internal vs. external OD practitioner.
Understand the values and ethics guiding the practice of OD.
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The Organization Development Practitioner
Internal and External Consultants
Professionals from other disciplines who apply OD practices (e.g., human resource management, organization design, quality control, information technology, and business strategy)
Managers and Administrators who apply OD from their line or staff positions
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Competencies of an OD Practitioner (1)
Intrapersonal Skills or Self-Management Competence
Know one’s values, feelings, and purposes
Integrity to act responsibly in a helping relationship with others
“Self-knowledge” is a core competency for OD practitioners
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Competencies of an OD Practitioner (2)
Interpersonal Skills
Ability to create and maintain effective relationships with individuals and groups
Practice of “active listening” skills to understand others perspectives and feelings
Serve as a credible role model for others to learn new skills and behaviors
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Competencies of an OD Practitioner (3)
General Consultation Skills
Ability to manage the consulting process
Ability to design and execute interventions
Know how to carry out an effective diagnosis in an organization
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Competencies of an OD Practitioner (4)
Organization Development Theory
General knowledge of organization development concepts
Understanding of planned change, the action research model, and the positive approaches to managing change
Familiar with a range of OD interventions
Understand their role as an OD professional, a manager or a specialist in a related area
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The Role of OD Professionals
Position
Internal vs. external
Marginality
Ability to straddle boundaries
Emotional Demands
Emotional intelligence
Use of Knowledge and Experience
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Client Versus Consultant Knowledge
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Careers of OD Professionals
Internal and External Consultants
Career choices expand with master’s degrees or doctorates in OD
OD careers may be stressful, leading to burnout from taking on too many jobs and constant travel
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Professional Values
Concern for open inquiry, democratic principles and personal well-being
Promote positive human, economic and ecological values
Conflicts exist between organization efficiency, effectiveness and optimizing human and environmental benefits
Organizational external relationships increase complexity and values judgement
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Professional Ethics (1)
Ethical Dilemmas
Misrepresentation
OD practitioners claim an intervention will produce results that are unreasonable
Clarity of goals of the change effort help prevent misrepresentation
Misuse of data
OD practitioners use data gathered punitively in the organization
Determine how data will be collected and used at the beginning of the initiative
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Professional Ethics (2)
Ethical Dilemmas (cont.)
Coercion
Organization members are forced to participate in an OD intervention interfering with freedom of choice which hinders development of independent problem solving
Helping relationships can foster dependency and manipulation
Value and Goal Conflict
The purpose of the change effort is not clear and clients and practitioners disagree over how to achieve goals
Technical Ineptness
Practitioners implement interventions that they are not skilled in or are not appropriate for the organization
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Model of Ethical Dilemmas
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