chap-4 od practitioner

Chap-IV OD Practitioner

Radhika Gandhi

Haphazard v/s Planned Change

Haphazard Change: • It is forced on the organization by the external

environment.• This type of change is not prepared at all.• It simply occurs and is dealt with as it happens, a

practice sometimes called firefighting.

Haphazard v/s Planned Change

Planned change:• It results from deliberate attempts to modify

organizational operations in order to promote improvement.

• For e.g. TQM [Total quality manangement] which focuses on continuous improvement.

External and Internal PractitionersExternal Practitioners• Not previously associated

with the client system• Have increased leverage

and greater freedom of operations

• Do not depend upon the organization for raises, approval or promotions

• More independent attitude about risk-taking and confrontation with the client system.

Internal Practitioners• A member of the

organization, either a top executive or a member of HR department.

• Familiar with the organization’s culture and norms and behave accordingly

• Know the Power-structure, are known to employees and personal interest in org’s success.

DisadvantagesExternal Practitioners• Unfamiliar with the

organization culture• No sufficient knowledge of

the technology• Unfamiliar with the culture,

communication network, formal and informal power system

• Difficulty in gathering Information because they are outsiders

Internal Practitioners• Lack of specialized skills

needed for org. development

• Being known to the workforce is also a disadvantage

• Do not possess the necessary power and authority, are sometimes in a remote-staff position and report to a mid-level manager.

Styles of Practitioners

OD Practitioner Styles can be viewed upon two dimensions:

• Effectiveness - degree of emphasis upon goal accomplishment.

• Morale - degree of emphasis upon relationships and participant satisfaction.

The Stabilizer Style• Maintains low profile• Tries to survive by following directives

The Cheerleader Style• Places emphasis on member satisfaction• Does not emphasize organization

effectiveness

The Analyzer Style• Places emphasis on efficiency.• Little attention to satisfaction of members.

The Persuader Style• Seeks compromise between cheerleader and

analyzer styles.• Achieves average performance.

The Pathfinder Style• Seeks high organization efficiency and high

member satisfaction. • Desired style for OD practitioner.

The Pathfinder Style focuses on six processes:

• Communication• Member roles in groups • Group problem-solving • Group norms and growth • Leadership and authority • Intergroup cooperation

Cheerleader Pathfinder

Persuader

Stabilizer Analyzer

Morale

Effectiveness

High

Low

Low High

The Intervention Process

The Readiness of the organization for ODThe InterventionWho is the client?The OD practitioner role in the InterventionOD Practitioner skills and Activities

Forming the Practitioner-client Relationship

Initial PerceptionsPractitioner style modelDeveloping a trust RelationshipCreating a climate for changePractitioner-client Relationship Modes

Organization system(culture, climate)

Client Sponsor

OD program

Goals

Internal Practitioner

Client Target

A

Client Target

B

External Practitioner

Organization Environment

Past Experience

Information

Interpretation

Selectivity

Closure

Perception

Org. position and Job

reward design

Stress group

Pressure

Interaction role

Mechanisms of perception formation

Relationships

Perception formation and its effect on Relationships

Practitioner Style Model

Practitioner Knowledge, Skills,

Values and Experience

Practitioner Task, Performance,

Expectations, and Rewards

Client System’s Expectations and

Values

Target organization’s Readiness for

change

Practitioner Style and Approaches

Developing a Trust Relationship

Several basic responses that the Practitioner may use in the communication Process:

• Questions• Applied Expertise (Advising)• Reflection• Interpretation• Self-Disclosure• Silence

Creating a climate for Change

CHARISMATICOpen to others

Rejects Responsibility

CONSENSUSOpen to others

AcceptsResponsibility

APATHETICClosed to others

Rejects Responsibility

GAMESMANSHIPClosed to Others

AcceptsResponsibility

Practitioner Client

Relationship

Low

High

Low High

Open to others, shares ideas and feelings

Accepts personal responsibility for own Behavior

Four Practitioner-Client Relationship Modes

Formalization of Operating Ground rules

The Formalization or contract normally specifies such items: The point of contact The role of the practitioner The Fees The schedule The anticipated results The operating ground rules

Red Flags in the Practitioner-client Relationship

The level of commitment to changeThe degree of leverage or power to influence

changeThe client’s manipulative use of the practitioner

Thank You