week 4 consultant-client relationship entering contracting

8/2/2019 Week 4 Consultant-Client Relationship Entering Contracting

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S H A R O N G L A Z E R , P H . D .S A N J O S E S T A T E U N I V E R S I T Y

Consultant-Client RelationshipEntering & Contracting


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OD Process

y Client Selection

y Entry

y Contracting

y Formation of ideal modely Diagnosis

y Design alternative

y Goal selection

y Planningy Intervention

y Monitor/Evaluate

y Stabilize


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Different Types of Planned Change

yMagnitude of Change

Incremental

QuantumyDegree ofOrganization

Overorganized

UnderorganizedyDomestic vs. International Settings


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Critique of Planned Change

y Conceptualization of Planned Change

Change is not linear

Change is not rationalThe relationship between change and

performance is unclear

y Practice of Planned Change

Limited consulting skills and focus

Quick fixes vs. development approaches


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Individual Focus

yGoal-Setting

y T-Groups

y Life Planningy Sensitivity Training

y Stress Management

y Job Design


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Interpersonal/Group/Intergroup

yRole Analysis

yRole Negotiations

y Confrontationy Team Building

y Conflict Resolution

yMirroring


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Teamwork

yWhy are teams important?

yMan on the Moon activity


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Second-Order (Quantum) Change

yMajor Overhaul

y ParallelOrganizations


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Types of Change Strategies

yEmpirical-Rational:rationaldetermination that change is in ones owninterest

yNormative-Reeducative:educating onvalues in order to change attitudes andestablish new norms

yPower-Coercive:compliance to thedesires of the powerful


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Break

y 15 min.


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Preparing for Week 5

y Work on Semi-Structured Interview Schedulethroughout this week. Follow-up with me forfeedback by Thursday if none given by then.

y Submit interview schedule to client by 2/22 after myapproval

y Case Ch. 5 due

y Begin reviewing and modifying survey (track

changes always)


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The OD Practitioner

y Internal and External Consultants

y Professionals from other disciplines who applyODpractices (e.g., TQM managers, IT/IS managers,

compensation and benefits managers)y Managers and Administrators who applyOD from

their line or staff positions (e.g., project managers,product managers)


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Competencies of an OD Practitioner

y Intrapersonal skills

Self-Awareness

y Interpersonal skills

Ability to work with others and groups Authenticity (Block ch. 3)

y General consultation skills

Ability to get skills and knowledge used

y Organization development theory Knowledge of change processes


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Role Demands on OD Practitioners

y Position

Internal vs. External

y Marginality

Ability to straddle boundaries

y Emotional demands Emotional intelligence: How we work with clients.

y Use of knowledge and experience

Attend to all phases of the business

Focus on how we are working with clients


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Change Consultants Styles

y Stabilizer:forced upon practitioner

y Cheerleader:employee motivation/morale;nonconfrontational; maintaining harmony

y

Analyzer:efficiency; rationality; confrontational;authoritative; expert; clients properly diagnosed

problem; individual satisfaction not as important

y Persuader:effectiveness and morale; low risk; avoids

confrontation with forces; good enough; satisfydifferent forces; weak change intervention

y Pathfinder:effectiveness, satisfaction, participation,collaboration; confrontation/conflict = means to an end


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Professional Ethics/Ethical Dilemmas

y Misrepresentation of skills

Professional/technical ineptness

y Misuse of data

To punish, layoffs Breaching confidentiality

y Collusion & Coercion

Nonparticipation is acceptable

y Promising Unrealistic Outcomes

y Values and Goals Conflict


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Model of Ethical Dilemmas

Role ofChange

Agent

Role of

ClientSystem

ValuesGoals

Needs

Abilities

RoleEpisode

RoleAmbiguityRole

Conflict

EthicalDilemmas

Misrepresentation

Misuse ofdata

CoercionValue/Goal

conflictIneptness

Antecedents Process Consequences


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The Entering Process

y Clarifying the Organizational Issue

Presenting Problem

Symptoms

Digging Deeper (Block pp 29-35)y Determining the Relevant Client

Working power and authority

Multiple clientsmultiple contracts

y Selecting a Consultant


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Why clients want OD intervention?

y To help make management decisions

y To increase collaborative decision-making

y Legitimizing informal systems

y Become responsive to valid data

y Legitimize conflict; disagreeing in harmony

y Examine leadership and management practices


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Emotional Demands of Entry

y Client Issues

Exposed and vulnerable

Inadequate; mixed motivation

Fear of losing control Concerns about exposure

y OD Practitioner Issues

Empathy Worthiness and competency

Dependency

Over-identification


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Getting Stuck on Wants and Offers

y When people mean I dont like it

I dont understand a wordyou are saying.

Do as

Isay, dammit.

I wouldnt let your groupeven get close to myorganization.

y They express it by saying I dont understand it.

Lets get more data.

Ill get back to you.

Let me talk it over with mystaff

Nothing

Why dont you think itover and get back to me?

We want to talk to someothers about alternativeapproaches and well let

you know.


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Getting Stuck and Recognizing It

y Listen to words used

y Alternate explanations

y Gut feeling

y Nonverbals

y Ask: how do you feel about what we are discussing?

y Recognize the impasse and adjourn for further

thought/terminate.y Change offer/wants (within proper scope)

y I think we are stuck.

y How can we reach an agreement?


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Elements of an Effective Written Contract

y Problem Statement

y Stakeholders for intervention/Point of Contact Inclusions/Exclusions of people; triangular/rectangular contract

y Practitioner Role

y Ground Rules/Confidentiality

y Psychological contract/Trust/Clear Mutual Expectations

Anticipated Outcomes/Deliverables/Schedule

Publishing cases/resultsy Time and Resources

Compensation/fees

Access to client, managers, members, information

y Contract modifications/Mutual Consent


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Whos the client?

y Initial client team

y Top management/CEO

y VP of HR or other

y Steering committee

y Consultant is always creating change!

y Therefore, each person or group directly or indirectlytouched by consultant is a client.


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Trust

y Top Management debriefed on interview themes

y Confidentiality

y Concerns over use of information

y Who needs to trust?

y Labeling concerns

y Setting expectations

y Note takingy Audio- or video-recording


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Consultants Role

y Expert on process and encouraging collaboration

Okay to present alternatives along with implications, costs andbenefits

y

Not task or content, b/c Client must develop its own resources

Client must take ownership of solutions (OD consultant shouldnot sell and defend ideas)

Reduces trust and increases perception of adversarial

relationships and collusion

Expectations will change with greater reliance on consultant asinstrument of change

Look closely at FB p. 258!


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Diagnosis/Discovery

y Readiness for Change

LO ofOD are appropriate

Culture open to change

Key people

y Layers of Analysis

Symptoms of problems

y Political Climate

y

Resistance to Sharing Informationy Interview as Joint Learning Event; change has begun

Pursue issues early on, dont shy away


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Feedback

y Funneling Data into actionable items

y Present personal and organizational data on whichrecommendations may be implemented

y Manage and control feedback meetingy Focus on present and how client is managing and

dealing with feedback

y Dont take reactions personally; its hard to own upto problems


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Intervention

y Do not implement fads for fad sake

y Interventions address diagnosis Depth of interventions is to needed level

Careful not to appease clients; some risk-taking may be necessary

y Engage in top-down vs. bottom-up interventions

y More participation than presentation

y Allow for difficult situations to surface

y Commitment to solution through choicesy Dialogue on responsibility, purpose, meaning, &

opportunities

y Physical environment of intervention


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Pitfalls

y Client commitment to change

y Power to influence change

y Appeasing clients

y Becoming expert on content

y Getting socialized into organizational culture andpolitics

y

Collusion/M

anipulated use of practitionery Providing confidential reports

y Removing parts of reports so as others wont know


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Role Modeling

y Self-awareness

y Clear messages: words, feelings, & behaviors fit

y Practice what you preach

y Consultant team role models for organizationsteams

Communication

Roles

Goals

Action Research on OD process

y Dont model after the organization


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Substance & Feelings

y Value interpersonal relationship

y Label feelings about the relationships

y Verbalizing data about relationships in order to

reduce defensiveness

y Blocks checklists at end of chapters


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Terminating Relationship

y Deliverables include steps for ensuring clientinternalizes skills

y End date in contract

y Sense assistance no longer needed Poorly facilitate mourning old process (not ready for change)

Internal power struggles not discovered early enough

Crises pulled away attention of key people

Discovery: putting out fires vs. prevention


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Guiding Principles ofOD Practitioners

y Honesty

y Openness

y Voluntarism

y Integrity

y Confidentiality

y Development of people

yDevelopment of consultant expertise

y High standards

y Self-awareness

week 4 consultant-client relationship entering contracting

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