1. Organizational Development & Change
Agenda:
Class Assignment
Creating Teams
Who is the OD Consultant and what does he/she do?
Entering and Contracting
Literature
Approaches
Berg Case
Cummings & Worley, 9e (c) 2008 South-Western Cengage Learning

2. Team Composition How should we compose the project teams?
Come up with a process for comprising 3-4 people teams for this team.
Constraints:
1. No more than 1 person you know well
2. Must be diverse (men and women; different years; SBOS and other schools, etc).

3. Organization Development and Change
The Organization Development
Practitioner

4. The Organization Development Practitioner
Internal and External Consultants
Professionals from other disciplines who apply OD practices (e.g., TQM managers, IT/IS managers, compensation and benefits managers)
Managers and Administrators who apply OD from their line or staff positions
Cummings & Worley, 9e (c) 2008 South-Western Cengage Learning

5. Competencies of an OD Practitioner
Intrapersonal skills
Self-awareness
Interpersonal skills
Ability to work with others and groups
General consultation skills
Ability to manage consulting process
Organization development theory
Knowledge of change processes
Cummings & Worley, 9e (c) 2008 South-Western Cengage Learning

6. Role Demands on OD Practitioners
Position
Internal vs. External
Marginality
Ability to straddle boundaries
Emotional Demands
Emotional Intelligence
Use of Knowledge and Experience
Cummings & Worley, 9e (c) 2008 South-Western Cengage Learning

7. Client vs. Consultant Knowledge
Use of Consultant’s
Knowledge and
Experience
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 Client’s
Knowledge and
Experience
Cummings & Worley, 9e (c) 2008 South-Western Cengage Learning

8. Consultant (Schein,1990)
What was an assumption that Schein made about the team that he was helping at the onset of his article?
How did this help or hinder the process of helping?

9. Consultant (Schein, 1990) Three Models of Helping
Provide expert information
Playing Doctor
Process Consultation
What are the strengths and weakness of each?

10. Three Models of Helping
Strengths
Weaknesses
Provide Expert Knowledge
Client may gain insight
Expert may not be as expert as they assume;
Client may not be ready for knowledge.
Consultant as Doctor
Diagnostic Skills can be used
Depends on lots of assumptions (e.g., client provides correct “symptoms”, client accepts diagnosis, acts on it)
Process Consultation
Starts with problem definition, involves mutual inquiry, client selects appropriate ‘fixes”
Takes more time and relationship building

11. Integrating the 3 Approaches
Problem Definition – Process Consultation
Data Collection – Consultant as Doctor
Maintaining Rapport - Process Consultation
Providing Insight – Process Consultation/Doctor/Expert
E.g., Have you thought about option A or B?

12. Ethics Professional Guidelines
Find out what resources you can use in your analysis: What information can you use? What information is off limits?
Confidentiality: What information should remain confidential and what should not?
Informed Consent: Participation should be voluntary and should not have adverse consequences.

13. Professional Ethics Ethical Dilemmas Misrepresentation Misuse of Data
Coercion
Value and Goal Conflicts
Technical Ineptness

14. A Model of Ethical Dilemmas
Antecedents Process Consequences
Role of
the
Change
Agent
Role Episode
Ethical Dilemmas
Misrepresentation
Misuse of data
Coercion
Value and goal
conflict
Technical
ineptness
Role conflict
Role ambiguity
Values
Goals
Needs
Abilities
Role of
the
Client
System
Cummings & Worley, 9e (c) 2008 South-Western Cengage Learning

15. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning
The Entering Process
Determining the Relevant Client
Working power and authority
Multiple clients -- multiple contracts
Clarifying the Organizational Issue
Presenting Problem
Symptoms
Selecting a Consultant
– Expertise and experience
Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning

16. Determine the relevant client
Those who will impact the change
Those who will resist the change
Who is needed to be a part of the change
This may not be the people you think that it will be at the onset of the project…
Cummings & Worley, 9e (c) 2008 South-Western Cengage Learning

17. Cummings & Worley, 9e (c) 2008 South-Western Cengage Learning
Who is the client?
1) Who is paying for the services?
2)  What roles do the contracting parties play in the organization?
3)  What formal and informal authority do the contracting parties hold?
4)  How are the contracting parties related to the recipients of the intervention?
5)  What procedures will be used to ensure that informed consent is established with all those who will receive direct intervention?
6)  What consequences do exist or may come to exist for parties who decline participation?
7)  What limits may exist to confidentiality of information produced by the consultation process?
8)  What classes of people may be directly or indirectly affected by the intervention who will not be participating in the consultation process?
9)  Will the roles and/or structures of the organization create the perception of coercion for any class of participants and, of course, how do we confront the perceived coercion?
10)  What kinds of information are required to meet the terms of the contract and who will be expected to provide the information?
11)  What roles will the consultant(s) play in managing information resulting from the consultation intervention?
Cummings & Worley, 9e (c) 2008 South-Western Cengage Learning

18. Clarifying the Organizational Issue
Interpersonal Issues:
Client Issues
Exposed and Vulnerable
Inadequate
Fear of losing control
OD Practitioner Issues
Empathy
Worthiness and Competency
Dependency
Over identification
Cummings & Worley, 9e (c) 2008 South-Western Cengage Learning

19. Remember – Both client and the consultant…
Bring experience to the table
Form first impressions
Make decisions based on initial impressions and little concrete information
Don’t have access to key information that is often “hidden” to the other
Cummings & Worley, 9e (c) 2008 South-Western Cengage Learning

20. AMW Case What contributed to problems that Berg faced at Entry?
What did he bring to the table?
What were early signs of problems?
Think about each visit to AMW. What went wrong and why?

21. Discussion
How could Berg have done to avoid the problems encountered in this case?
What would you do differently to avoid the problems that Berg encountered as you set up your own projects?
How should Berg have approached them?
Who should he have spoken with?
How could he have enhance buy-in?
How could a contract have been established?

22. Clarify the Problem or Opportunity
Think about the broader picture
Why change?
Why this particular kind of change?
What happens if change doesn’t happen?
Where is the commitment to this change coming from?
Cummings & Worley, 9e (c) 2008 South-Western Cengage Learning

23. As an OD consultant/practitioner
What skills did Berg need/have?
What do you need more of?
What do you bring to the table?
Cummings & Worley, 9e (c) 2008 South-Western Cengage Learning

24. 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

25. Develop a contract Establishes phases of the project
Can be very formal or informal
Establishes the expectations for the client
Ground rules, confidentiality, deliverable deadlines, who the team will have access to
May be verbal or written, but must be mutually agreed upon.

26. 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

27. Outline of a contract Statement of the Problem
Expected Process of the Diagnosis
Expected Outcome from the Diagnosis
Roles, Expectations, Resources, Ethics
Time-line/Gant Chart

28. Next Week Reading: Cummings & Worley Chapters 5, 6 & 7
Harrington, Michael. (2005). Diagnosis: Approaches and Methods. In Harrington, Michael Diagnosing Organizations: Methods, Models & Processes. Thousand Oaks: Sage Publications.
TEAM Case: Slade Plating
If you were brought in as a consultant, what would you want to do to make an accurate diagnosis?
With the limited information available to you, what is your diagnosis? Why?
What recommendations would you make to help this organization?