chap-4 od practitioner
TRANSCRIPT
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