1. Organization Development and Change
Learning Unit Four:
Entering and Contracting

2. Learning Objectives for LU Four
To describe the steps associated with starting a planned change process
To reinforce the definition of an OD practitioner as anyone who is helping a system to make planned change

3. General Model of Planned Change
Planning
and
Implementing
Change
Evaluating
and
Institutionalizing
Change
Entering
and
Contracting
Diagnosing

4. Entry and contracting
Entry and contracting is the first and beginning phase of the OD process, which sets the stage for the following diagnosis, intervention, evaluation and termination phases.

5. STAGES IN THE OD PRGRAMME
ENTRY
CONTRACTING
DIAGNOSIS
FEEDBACK
PLANNING CHANGE
INTERVENTION
EVALUATION

6. The entry and contracting based on assumptions
There is a direct relationship between how well the OD practitioner completes the tasks of this phase of the OD process and the effectiveness of the overall consultation. This phase is the keystone to a successful and rewarding engagement.
Clients, on some level, know what they need and how to go about getting it. The practitioner’s job is to help them to discover that, and to liberate and transform energy in order to support the wisdom that resides with the client.

7. The entry and contracting based on assumptions (contd)
Energy is a critical element in creating the fuel needed for change. Think of it as the oxygen that combines with the heat and combustible materials to produce the fire. Concretely, energy can be seen as awareness, development, conflict, deflecting, holding back, taking initiative, accountability, and simplified decision making.
The process of entry and contracting is the same for internal practitioners and external practitioners. What vary are specific strategies and tactical tasks based on the situation.

8. The Entering Process Clarifying the Organizational Issue
Presenting Problem
Symptoms
Determining the Relevant Client
Working power and authority
Multiple clients -- multiple contracts
Selecting a Consultant
– Expertise and experience

9. Elements of an Effective Proposal
Content
Description
Goals of Proposed Effort
Descriptive, clear, and concise goals to be achieved
Recommended Action Plan
Description of 1) diagnosis, 2) data analysis process, 3) feedback process, and 4) action-planning process
Specification of Responsibilities
What will various leaders, including the OD practitioner, be held accountable for?
Strategy for Achieving the Desired State
Provide change strategies, including education/training, political influence, structural interventions, and confrontation of resistance.
Fees, terms, and conditions
Outline fees and expenses associated with the project

10. Elements of an Effective Contract
Mutual expectations are clear
Outcomes and deliverables
Publishing cases and results
Involvement of stakeholders
Time and Resources
Access to client, managers, members
Access to information
Ground Rules
Confidentiality

11. Interpersonal Issues of Entry
Client Issues
Exposed and Vulnerable
Inadequate
Fear of losing control
OD Practitioner Issues
Empathy
Worthiness and Competency
Dependency
Over identification

12. The outcomes of the entry and contracting
Solid working relationship between the client and the OD practitioner,
Joint decision about whether to go forward with the consultation,
Written contract for the consultation,
Foundation for the remaining phases of the OD process.

13. Wrapping up
Entering and contracting are the initial activities of the OD process.
They set the parameters for the phases of planned change:
Diagnosing
Planning and implementing change
Evaluating

14. Wrapping up
Entry involves clarifying the organizational issue or presenting problem, determining the relevant client and selecting an OD practitioner.
Developing and OD contract focuses on making good decision about whether to proceed and allows both client and practitioner to clarify expectations.