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An Experiential Approach to Organization Development 8th edition

Chapter 4

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Chapter 4

Role and Style

of the OD Practitioner

An Experiential Approach to Organization Development 8th edition

Chapter 4

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Learning Objectives

Define role of OD practitioner.
As a potential OD practitioner, identify:
Your strengths and
Areas of improvement.
Experience and practice:
Your style of intervention and
Influence in a group.

An Experiential Approach to Organization Development 8th edition

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Figure 4.1
Stage 2 of OD’s 5 Stages

An Experiential Approach to Organization Development 8th edition

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Haphazard Versus
Planned 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 8th edition

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Two Types of Change
in Organizations

Random or haphazard change.
Forced on organization by external environment.
Not prepared for.
Deliberate attempts to modify organization.

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External Practitioner

Not previously associated with client.
Advantages.
Different viewpoint and objectivity.
Not dependent upon the organization.
Disadvantages.
Unfamiliar with organization.
Unfamiliar with culture, communication networks, and power systems.

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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.

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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 8th edition

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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 8th edition

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External-Internal Practitioner Team (part 1 of 3)

Team combines external practitioner working with internal practitioner.
Probably most effective approach.
Partners bring complementary resources.

An Experiential Approach to Organization Development 8th edition

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External-Internal Practitioner Team (part 2 of 3)

External practitioner brings:
Expertise, objectivity, and new insights.
Internal practitioner brings:
Knowledge of issues and norms, and
Awareness of strengths and weaknesses.

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External-Internal Practitioner Team (part 3 of 3)

Provides support to one another.
Achieves greater continuity over OD program.
Team combines advantages of both while minimizing disadvantages.

An Experiential Approach to Organization Development 8th edition

Chapter 4

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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 satisfaction.

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Five Practitioner Styles (part 1 of 6)

Stabilizer style.

Cheerleader style.

Analyzer style.

Persuader style.

Pathfinder style.

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Figure 4.2
Practitioner Styles

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Five Practitioner Styles (part 2 of 6)

Stabilizer Style.
Maintains low profile.
Tries to survive by following directives.

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Five Practitioner Styles (part 3 of 6)

Cheerleader Style.
Places emphasis on member satisfaction.
Does not emphasize organization effectiveness.

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Five Practitioner Styles (part 4 of 6)

Analyzer Style.
Places emphasis on efficiency.
Little attention to satisfaction of members.

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Five Practitioner Styles (part 5 of 6)

Persuader Style.
Seeks compromise between cheerleader and analyzer styles.
Achieves average performance.

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Five Practitioner Styles (part 6 of 6)

Pathfinder Style.
Seeks high organization efficiency and high member satisfaction.
Desired style for OD practitioner.

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Pathfinder Practitioner Focuses on Six Processes:

Communication.

Member roles in groups.

Group problem-solving.

Group norms and growth.

Leadership and authority.

Intergroup cooperation.

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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?

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The Intervention

Intervention is:
Coming between members of organization.
For purpose of change.
Interventions are planned activities.
External practitioner usually intervenes through top manager.

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Who Is Client?

Who client is becomes complex as practitioner intervenes.
Client may be:
Organization.
Certain divisions.
An individual.

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Practitioner Role in Intervention

Operates on belief that team is basic building block.
Concerned with how processes occur.
Does not take control.
Believes that assisting client leads to lasting solution.

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Table 4.1
OD Practitioner Skills and Activities

An Experiential Approach to Organization Development 8th edition

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Six Key Skill Areas Critical to Success of Practitioner

Leadership.

Project management.

Communication.

Problem-solving.

Interpersonal.

Personal.

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Figure 4.3
Practitioner Skills Profile

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Forming Practitioner-Client Relationship

A system of interacting elements.
Consists of:
Practitioner.
Client contact.
Client target system.

An Experiential Approach to Organization Development 8th edition

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Figure 4.4
System’s View of Change Relationship

An Experiential Approach to Organization Development 8th edition

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Initial Perceptions

Initial intervention is:
An evaluation by client and practitioner of each other.
First impressions important.
Relationship based on mutual trust and openness.

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What Perception Is

The process that individuals use to:
Give meaning to environment.
Interpret and organize sensory impressions.
What one perceives can be different from reality.
People behave on basis of:
What is perceived versus what really is.

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Figure 4.6
Perception Formation and Effect on Relationships

An Experiential Approach to Organization Development 8th edition

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Selective Perception

Selectivity of information that is perceived.
People tend to ignore information that conflicts with their values.
Accepts other information that agrees with their values.

An Experiential Approach to Organization Development 8th edition

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Closure

Individual fills in missing information in order to complete perception.
Individual perceives more in situation than is really there.

An Experiential Approach to Organization Development 8th edition

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Dilemma Interactions

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.

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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.

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Figure 4.7
Practitioner Style Model

An Experiential Approach to Organization Development 8th edition

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Developing Trust Relationship

Openness and trust between practitioner and client essential.
Basic responses to build trust:

Questions.
Advising.
Reflection.

Interpretation.
Self-disclosure.
Silence.

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Creating Climate for Change

Practitioner “practice what he or she preaches.”
Create climate of:
Openness.
Authenticity.
Trust.

An Experiential Approach to Organization Development 8th edition

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Practitioner-Client Relationship Modes (part 1 of 5)

Apathetic.
Gamesmanship.
Charismatic.
Consensus.

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Figure 4.8
Four Practitioner-Client Relationship Modes

An Experiential Approach to Organization Development 8th edition

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Practitioner-Client Relationship Modes (part 2 of 5)

Apathetic Mode.
Keeps quiet about true ideas with practitioner.
Skeptical about change.

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Practitioner-Client Relationship Modes (part 3 of 5)

Gamesmanship Mode.
Keeps quiet about true ideas with practitioner.
Manipulates strategic factors.

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Practitioner-Client Relationship Modes (part 4 of 5)

Charismatic Mode.
View of changes taken from leaders’ cues.
Members view change as desirable if leaders approve.
Limited number of members share their own ideas.

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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.

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Formalization of Operating Ground Rules

Formalization of obligations in contract advisable for external practitioner.
Internal practitioner.
Does not need contract.
Ground rules should be formalized.

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Contract with External Practitioner Specifies Items

Point of contact.
Role of practitioner.
Fees.

Schedule.
Anticipated results.
Operating ground rules.

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Warning Signs in Practitioner-Client Relationship

Level of commitment to change of client.
Degree of power to influence change.
Client’s manipulative use of practitioner power.

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OD Application
Bain & Co.

Bain & Co. is major worldwide consulting firm.
Works collaboratively with clients to assist them in:
Making decisions in areas including strategy, organization, and operations.

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Known as creator of “relationship consulting.”
Works directly with chief executive.
Focuses on total system.
Collaborate with client to:
Study, define, and assist in implementation of solution.
Does not make decisions.
Serve as catalyst to help in the process.

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Key Words and Concepts

Analyzer style.
High on effectiveness.
Low on morale.
Apathetic mode.
Follows established routine.
Avoids responsibility.

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Charismatic mode.
Relies on leaders to determine if change desirable.
Cheerleader style.
High on morale.
Low on effectiveness.
Client sponsor.
Person or group in organization that requested practitioner’s help.

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Client target system.
Organization needing help in change.
Closure.
Tendency to fill in missing information to complete perception.
Consensus mode.
Decisions made through sharing viewpoints.

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Dilemma interactions.
Result from questions from practitioner.
Regarding client’s problem definition and value differences.
External-internal team.
Change agents from outside and inside organization.
External practitioner.
Change agent from outside organization.

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Gamesmanship mode.
Sees life as if playing a game.
Goal is to win.
Internal practitioner.
Change agent from within organization.
Interpretation.
Responses used by practitioner to explain something in terms client can understand.

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Intervention.
Entrance into client system.
Includes variety of roles and activities.
Pathfinder style.
High on effectiveness.
High on morale.
Perception.
Process individuals use to give meaning to environment.
Interprets sensory impressions.

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Persuader style.
Moderate emphasis on morale and effectiveness.
Selective perception.
Selectivity of information that is perceived.
Stabilizer style.
Low on effectiveness.
Low on morale.

An Experiential Approach to Organization Development 8th edition

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OD Skills Simulation 4.1
Practitioner Style Matrix

Purpose:
To give you information about approaches to practitioner-client relationship.
Information may help to:
Reinforce existing strengths and
Indicate areas that need improvement.

An Experiential Approach to Organization Development 8th edition

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Preparations for Next Chapter

Read Chapter 5.
Prepare for OD Skills Simulation 5.1.
Prior to class, form teams of six and select roles.
Complete Step 1.
Read and analyze Case: The Old Family Bank.

An Experiential Approach to Organization Development 8th edition

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