W3D1 - Chapter 5: The Organization Development Practitioner and the OD Process
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Anderson_5e_PPT_Ch05.PPTXChapter 5: The Organization Development Practitioner and the OD Process
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Models of Consulting
Expert.
Doctor-Patient.
Mechanic.
Process.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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OD Consulting (1 of 2)
Clients are the experts in the organization, what will/won’t work:
Unlike the expert model.
Joint diagnosis and problem-solving:
Unlike the doctor-patient model.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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OD Consulting (2 of 2)
Client needs to recognize the problem and take action:
Unlike the mechanic model.
Help fix the problem and transfer problem-solving skills:
Unlike each of the three other models!
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Internal vs. External
What are the advantages and disadvantages of being either an internal or an external OD practitioner?
Which would you choose? Why?
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Skills and Competencies (1 of 2)
What are the most important competency areas for an OD practitioner in your view?
Interpersonal skills.
Organizational behavior.
Data collection and analysis.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Skills and Competencies (2 of 2)
Training and development.
Business and management knowledge.
Professional skills.
Consulting Skills.
Interventions.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Principles of OD Consultation (1 of 2)
Always try to be helpful.
Access your ignorance.
Everything you do is an intervention.
Everything is data.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Principles of OD Consultation (2 of 2)
It is the client who owns the problem and the solution.
Go with the flow; timing is crucial.
When in doubt, share the problem.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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The Consulting Process
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Figure 5.2: Stages of the consulting process.
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Dialogic OD vs. Diagnostic OD (1 of 2)
Growing controversy about diagnosis:
“Diagnosis” reflects too much of a “doctor-patient” mentality and reflects systems theory approaches to change (system is broken; problem centered).
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Dialogic OD vs. Diagnostic OD (2 of 2)
“Dialogic OD” reflects a growing belief in the effectiveness of a social construction approach to change (starts with common aspirations, shared vision):
Café model example: Put people into scenarios where we can encourage discovery, dialogue, create shared agreements.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Key Concepts in Dialogic OD (1 of 2)
The change process results in new images, narratives, texts, and social constructed realities that affect how people think and act.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Key Concepts in Dialogic OD (2 of 2)
The change process is consistent with traditional organization development values of collaboration, free and informed choice, and capacity building in the client system. (Bushe & Marshak, 2009, p. 362)
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Dialogic OD: A Structured Process
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Figure 5.3: Example of a Structured Dialogic OD Consulting Process.
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