2. the organization development practitioner
TRANSCRIPT
![Page 1: 2. the organization development practitioner](https://reader034.vdocuments.site/reader034/viewer/2022042508/55972f141a28ab43518b45b7/html5/thumbnails/1.jpg)
The Organization Development Practitioner
![Page 2: 2. the organization development practitioner](https://reader034.vdocuments.site/reader034/viewer/2022042508/55972f141a28ab43518b45b7/html5/thumbnails/2.jpg)
Who is the OD Practitioner?
O They may be internal or external consultants who offer professional services to organizations, including their top managers, functional department heads, and staff groups.
O They may be those specializing in fields related to OD, such as reward systems, organization design, total quality, information technology, and business strategy.
![Page 3: 2. the organization development practitioner](https://reader034.vdocuments.site/reader034/viewer/2022042508/55972f141a28ab43518b45b7/html5/thumbnails/3.jpg)
Who is the OD Practitioner?...
O The increasing number of managers and
administrators who have gained
competence in OD and who apply it to
their own work areas.
![Page 4: 2. the organization development practitioner](https://reader034.vdocuments.site/reader034/viewer/2022042508/55972f141a28ab43518b45b7/html5/thumbnails/4.jpg)
Competencies of an Effective OD
Practitioner
KNOWLEDGE
![Page 5: 2. the organization development practitioner](https://reader034.vdocuments.site/reader034/viewer/2022042508/55972f141a28ab43518b45b7/html5/thumbnails/5.jpg)
Foundation Competencies
O Organization Behavior
O Organization Culture
O Work Design
O Interpersonal Relations
O Power and Politics
O Leadership
O Goal-Setting
O Conflict
O Ethics
![Page 6: 2. the organization development practitioner](https://reader034.vdocuments.site/reader034/viewer/2022042508/55972f141a28ab43518b45b7/html5/thumbnails/6.jpg)
O Individual Psychology
O Learning theory
O Motivation theory
O Perception theory
O Group Dynamics
O Roles
O Communication Processes
O Decision-Making Processes
O Stages of Group Development
O Leadership
![Page 7: 2. the organization development practitioner](https://reader034.vdocuments.site/reader034/viewer/2022042508/55972f141a28ab43518b45b7/html5/thumbnails/7.jpg)
O Management and Organization Theory
O Planning, organizing, leading, and
controlling
O Problem solving and decision making
O Systems theory
O Contingency theory
O Organization structure
O Characteristics of environment and
technology
O Models of organization and system
![Page 8: 2. the organization development practitioner](https://reader034.vdocuments.site/reader034/viewer/2022042508/55972f141a28ab43518b45b7/html5/thumbnails/8.jpg)
O Research Methods / Statistics
O Measures of central tendency
O Measures of dispersion
O Basic sampling theory
O Basic experimental design
O Sample inferential statistics
O Comparative Cultural Perspectives
O Dimensions of natural culture
O Dimensions of industry culture
O Systems implications
![Page 9: 2. the organization development practitioner](https://reader034.vdocuments.site/reader034/viewer/2022042508/55972f141a28ab43518b45b7/html5/thumbnails/9.jpg)
O Functional Knowledge of Business
O Interpersonal communication
O Collaboration / working together
O Problem solving
O Using new technology
O Conceptualizing
O Project management
O Present / education / coach
![Page 10: 2. the organization development practitioner](https://reader034.vdocuments.site/reader034/viewer/2022042508/55972f141a28ab43518b45b7/html5/thumbnails/10.jpg)
Core Competencies
O Organization design
O Organization research
O System dynamics
O History of organization
O Theories and models for change
![Page 11: 2. the organization development practitioner](https://reader034.vdocuments.site/reader034/viewer/2022042508/55972f141a28ab43518b45b7/html5/thumbnails/11.jpg)
Competencies of an Effective OD
Practitioner
SKILLS
![Page 12: 2. the organization development practitioner](https://reader034.vdocuments.site/reader034/viewer/2022042508/55972f141a28ab43518b45b7/html5/thumbnails/12.jpg)
Core Competencies
O Managing the consulting process
O Analysis/diagnosis
O Designing/choosing appropriate, relevant
interventions
O Facilitation and process consultation
O Developing client capability
O Evaluating organization change
![Page 13: 2. the organization development practitioner](https://reader034.vdocuments.site/reader034/viewer/2022042508/55972f141a28ab43518b45b7/html5/thumbnails/13.jpg)
The Organization Development Practitioner
Professional Values
![Page 14: 2. the organization development practitioner](https://reader034.vdocuments.site/reader034/viewer/2022042508/55972f141a28ab43518b45b7/html5/thumbnails/14.jpg)
O Traditionally, OD practitioners have promoted a set
of values under a humanistic framework including
a concern for inquiry and science, democracy, and
being helpful. They have sought to build trust and
collaboration; to create an open, problem-solving
climate; and to increase the self-control of
organization members.
O More recently, they have extended those values to
include a concern for improving organizational
effectiveness and performance. They have shown
an increasing desire to optimize both human
benefits and production objectives.
![Page 15: 2. the organization development practitioner](https://reader034.vdocuments.site/reader034/viewer/2022042508/55972f141a28ab43518b45b7/html5/thumbnails/15.jpg)
O In addition to value issues within organizations,
OD practitioners are dealing more and more with
value conflicts with powerful outside groups.
Organizations are open systems and exist within
increasingly turbulent environments. Those
external groups often have different and
competing values for judging the organization’s
effectiveness.
O Practitioners must have not only social skills but
also political skills, They must understand the
distribution of power, conflicts of interest, and
value dilemmas inherent in managing external
relationships, and be able to manage their own
role and values with respect to those dynamics.
![Page 16: 2. the organization development practitioner](https://reader034.vdocuments.site/reader034/viewer/2022042508/55972f141a28ab43518b45b7/html5/thumbnails/16.jpg)
O Interventions promoting collaboration and system
maintenance may be ineffective in a larger arena,
especially when there are power and dominance
relationships among organizations and
competition for scarce resources. Under those
conditions, they may need more power-oriented
interventions, such as bargaining, coalition
forming, and pressure tactics.
![Page 17: 2. the organization development practitioner](https://reader034.vdocuments.site/reader034/viewer/2022042508/55972f141a28ab43518b45b7/html5/thumbnails/17.jpg)
The Organization Development Practitioner
Professional Ethics
![Page 18: 2. the organization development practitioner](https://reader034.vdocuments.site/reader034/viewer/2022042508/55972f141a28ab43518b45b7/html5/thumbnails/18.jpg)
O Ethical issues in OD are concerned with how
practitioners perform their helping relationship with
organization members. Inherent in any helping
relationship is the potential for misconduct and
client abuse. OD practitioners can let personal
values stand in the way of good practice or use
the power inherent in their professional role to
abuse (often unintentionally) organization
members.
![Page 19: 2. the organization development practitioner](https://reader034.vdocuments.site/reader034/viewer/2022042508/55972f141a28ab43518b45b7/html5/thumbnails/19.jpg)
OEthical Guidelines
OEthical Dilemmas
OMisrepresentation
OMisuse of Data
OCoercion
OValue and Goal Conflict
OTechnical Ineptness
![Page 20: 2. the organization development practitioner](https://reader034.vdocuments.site/reader034/viewer/2022042508/55972f141a28ab43518b45b7/html5/thumbnails/20.jpg)
Client vs. Consultant Knowledge
Plans Implementation
Recommends/prescribes
Proposes criteria
Feeds back data
Probes and gathers data
Clarifies and interprets
Listens and reflects
Refuses to become involved
Use of Consultant’s
Knowledge and
Experience
Use of Client’s
Knowledge and
Experience
![Page 21: 2. the organization development practitioner](https://reader034.vdocuments.site/reader034/viewer/2022042508/55972f141a28ab43518b45b7/html5/thumbnails/21.jpg)
Antecedents Process Consequences
Ethical Dilemmas
• Misrepresentation
• Misuse of data
• Coercion
• Value and goal
conflict
• Technical
ineptness
Role Episode
• Role conflict
• Role ambiguity
Role of
the
Change
Agent
Role of
the
Client
System
Values
Goals
Needs
Abilities
A Model of Ethical Dilemmas