chapter 4 role and style of the od practitioner an experiential approach to organization development...

Chapter 4

Role and Style

of the OD Practitioner

An Experiential Approach to Organization Development 7 th edition Chapter 4Slide 1


Learning Objectives

Define role of OD practitioner.

Identify your strengths and areas of

improvement as potential practitioner.

Experience and practice your style of

intervention and influence in a group.


You Need a Machete at Sears(part 1 of 2)

Sears bought Lands’ End to upgrade its apparel

image.

Can Sears avoid hurting the image of Lands’

End?

Sears is giving apparel operations to Lands’

End management.


You Need a Machete at Sears(part 2 of 2)

Culture clashes between Lands’ End and

Sears.

“You need a machete” to get through it all, says

former VP.

Another says, “… to be successful …, you need

to work through a culture, not against it.”


Haphazard VersusPlanned Change

Change programs do not happen accidentally.

Initiated with purpose and require leadership.

OD practitioner deals proactively with changing

forces.


Two Types of Changein an Organization

1. Random or haphazard change.

Forced on organization by external

environment.

Not prepared for.

2. Deliberate attempts to modify organization.


External Practitioner (part 1 of 2)

Not previously associated with client system.

Advantages:

Different viewpoint and objectivity.

Not dependent upon the organization.


External Practitioner (part 2 of 2)

Disadvantages:

Unfamiliar with organization.

Unfamiliar with culture, communication

networks, and power systems.


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.



Advantages:

Familiar with culture and norms.

Knows power structure.

Personal interest in organization.



Disadvantages:

May lack specialized skills.

Lack of objectivity.

Likely to accept organizational system.

May lack necessary power and authority.


External-Internal Practitioner Team

(part 1 of 3)

Team combines external practitioner working

with internal practitioner.

Probably most effective approach.



(part 2 of 3)

Partners bring complementary resources.

External practitioner brings expertise,

objectivity, and new insights.

Internal practitioner brings knowledge of issues

and norms, and awareness of strengths and

weaknesses.



(part 3 of 3)

Provides support to one another.

Achieve greater continuity over OD program.

Team combines advantages of both while

minimizing disadvantages.


Our Changing World:One Country’s Resistance to Consulting Grows (part 1 of 2)

Management consulting in Germany with

public-sector causes a political fight.

Involves U.S. and German management firms.


Our Changing World:One Country’s Resistance to Consulting Grows (part 2 of 2)

Contracts legal but effectiveness questioned.

Occurring when German economy in poor state.

Management consulting new to public sector.


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 participant satisfaction.


Five Practitioner Styles (part 1 of 6)

1. Stabilizer style

2. Cheerleader style

3. Analyzer style

3. Persuader style

4. Pathfinder style



Stabilizer Style

Maintains low profile.

Tries to survive by following directives.



Cheerleader Style

Places emphasis on member satisfaction.

Does not emphasize organization effectiveness.



Analyzer Style

Places emphasis on efficiency.

Little attention to satisfaction of members.



Persuader Style

Seeks compromise between cheerleader and

analyzer styles.

Achieves average performance.



Pathfinder Style

Seeks high organization efficiency and high

member satisfaction.

Desired style for OD practitioner.


Pathfinder Practitioner Focuses on Six Processes:

1. Communication.

2. Member roles in

groups.

3. Group problem-

solving.

4. Group norms and

growth.

5. Leadership and

authority.

6. Intergroup

cooperation.


Figure 4.1Practitioner Styles


OD in Practice:Bain & Co. (part 1 of 2)

Bain one of largest consulting firms.

30+ years old, offices in 19+ countries.

Clients include governments, businesses, and

nonprofit organizations.

Known for shrewd, suave people it employs.


OD in Practice:Bain & Co. (part 2 of 2)

Employees secretive about Bain and clients.

Builds close relationship with clients.

Works directly with chief executive.

Focuses on total system.

Works collaboratively with clients.


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?


The Intervention

Intervention is coming between members of

organization for purpose of change.

Planned activities.

External practitioner usually intervenes through

top manager.


Who Is Client?

Who client is becomes complex as practitioner

intervenes.

Client may be organization, certain divisions, or

an individual.


Practitioner Role in Intervention

Operates on belief that team is basic building

block.

Concerned with how processes occur.

Believes that assisting client, not taking control,

will lead to lasting solution.


OD Practitioner Skills and Activities

Team development.

Corporate change.

Strategy development.

Management development.

Employee development.

Technology integration.


Table 4.1OD Practitioner Skills and Activities


Six Key Skill Areas Critical to Success of Practitioner

1. Leadership.

2. Project

management.

3. Communication.

4. Problem-solving.

5. Interpersonal.

6. Personal.


Figure 4.2Practitioner Skills Profile


Forming Practitioner-Client Relationship

A system of interacting elements.

Consists of:

Practitioner.

Client contact.

Client target system.


Figure 4.3System’s View of Change Relationship


Initial Perceptions

Initial intervention an evaluation by client and

practitioner of each other.

First impressions important.

Relationship based on mutual trust and

openness.


Concepts of Perception

Process whereby individuals give meaning to

environment by interpreting and organizing

sensory impressions.

People behave on basis of what is perceived

versus what really is.


Perception

The process individuals use to interpret and

organize sensory impressions.

What one perceives can be different from

reality.


Selective Perception

Selectivity of information that is perceived.

Process in which people tend to ignore

information that conflicts with their values.

Accepts other information that agrees with their

values.


Closure

Tendency of individual to fill in missing

information in order to complete perception.

A person perceives more in the situation than is

really there.


Figure 4.4Perception Formation and Effect on Relationships


Dilemma Interactions Include:

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.


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.


Figure 4.5Practitioner Style Model


Developing Trust Relationship

Openness and trust between practitioner and

client essential.

Basic responses to build trust:

Questions.

Advising.

Reflection.

Interpretation.

Self-disclosure.

Silence.


Creating Climate for Change

Practitioner “practice what he or she preaches.”

Create climate of openness, authenticity, and

trust.


Practitioner-Client Relationship Modes (part 1 of 5)

1. Apathetic

2. Gamesmanship

3. Charismatic

4. Consensus



Apathetic Mode

Keeps quiet about true ideas with practitioner.

Skeptical about change.



Gamesmanship Mode

Keeps quiet about true ideas with practitioner.

Manipulates strategic factors.



Charismatic Mode

View of changes taken from leaders’ cues.



Consensus Mode

Both client and practitioner share perceptions.

Differences are worked through.

OD practitioner attempts to operate from this

mode.


Figure 4.6Four Practitioner-Client Relationship Modes


The Formalization of Operating Ground Rules

Formalization of obligations in contract

advisable for external practitioner.

Internal practitioner does not need contract, but

ground rules should be formalized.


Contract with External Practitioner Specifies Items

• Point of contact.

• Role of practitioner.

• Fees.

• Schedule.

• Anticipated results.

• Operating ground

rules.


Red Flags in Practitioner-Client Relationship

Level of commitment to change of client.

Degree of power to influence change.

Client’s manipulative use of practitioner power.


Key Words and Concepts

Analyzer style - high on effectiveness, low on

morale.

Apathetic mode - follows established routine,

avoids responsibility.

Charismatic mode - relies on leaders to

determine if change desirable.


Cheerleader style - high on morale, low on

effectiveness.

Client sponsor - person or group within

organization that requested practitioner’s

help.

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.

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.

Gamesmanship mode - sees life as if playing

a game and goal is to win.


Internal practitioner - change agent from

within organization.

Interpretation - responses used by

practitioner to explain something in terms

client can understand.

Intervention - entrance into client system and

includes variety of roles and activities.


OD practitioner - change agent or person

helping client to adapt and plan change.

Operating ground rules - can include point of

contact, confidentiality, requirements from

organization, and other items.

Pathfinder style - high on effectiveness, high

on morale.


Perception - process individuals use to give

meaning to environment by interpreting

sensory impressions.

Persuader style - moderate emphasis on

morale and effectiveness.


Selective perception - selectivity of

information that is perceived.

Stabilizer style - low on effectiveness, low on

morale.


Preparations for Next Chapter

Read Chapter 5.

Prepare for OD Skills Simulation 5.1.

Read and analyze Case: The Old Family

Bank.

chapter 4 role and style of the od practitioner an experiential approach to organization development...

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th edition chapter

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effective approach

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