3 the organization development practitioner

1. The Organization
Development
Practitioner

2. Who is the OD Practitioner?
OThey may be internal or external consultants
who offer professional services to
organizations, including their top managers,
functional department heads, and staff
groups.
OThey may be those specializing in fields
related to OD, such as reward systems,
organization design, total quality,
information technology, and business
strategy.

3. Who is the OD Practitioner?
OThe increasing number of managers and
administrators who have gained
competence in OD and who apply it to their
own work areas.

4. Competencies of
an Effective OD
Practitioner
KNOWLEDGE AND SKILLS

5. Foundation Competencies
OIntrapersonal Skills
OConceptual and analytical ability
OIntegrity
OPersonal Centering
OActive learning skills
OPersonal stress mgt.
OEntrepreneurial skills

6. OInterpersonal Skills
OListening
OEstablishing trust and rapport
OGiving and receiving feedback
ONegotiation skills
OCounseling and coaching
OGeneral Consultation Skills
OOrganizational diagnosis
ODesigning and executing an intervention

7. OOrganization Development Theory
OPlanned change
OAction research model
OContemporary approaches to managing
change
OAssessing and institutionalizing change
programs

8. Role of Organization
Development Professionals
OPosition
OInternal and External Consultants
OMarginality
OUse of Knowledge and Experience

9. The Organization
Development
Practitioner
Professional Values

10. OTraditionally, OD practitioners have promoted a set of
values under a humanistic framework including a
concern for inquiry and science, democracy, and
being helpful. They have sought to build trust and
collaboration; to create an open, problem-solving
climate; and to increase the self-control of
organization members.
OMore recently, they have extended those values to
include a concern for improving organizational
effectiveness and performance. They have shown an
increasing desire to optimize both human benefits
and production objectives.

11. OIn addition to value issues within organizations, OD
practitioners are dealing more and more with value
conflicts with powerful outside groups. Organizations
are open systems and exist within increasingly
turbulent environments. Those external groups often
have different and competing values for judging the
organization’s effectiveness.
OPractitioners must have not only social skills but also
political skills, They must understand the distribution
of power, conflicts of interest, and value dilemmas
inherent in managing external relationships, and be
able to manage their own role and values with
respect to those dynamics.

12. OInterventions promoting collaboration and system
maintenance may be ineffective in a larger arena,
especially when there are power and dominance
relationships among organizations and competition
for scarce resources. Under those conditions, they
may need more power-oriented interventions, such
as bargaining, coalition forming, and pressure
tactics.

13. The Organization
Development
Practitioner
Professional Ethics

14. OEthical issues in OD are concerned with how
practitioners perform their helping relationship with
organization members. Inherent in any helping
relationship is the potential for misconduct and client
abuse. OD practitioners can let personal values
stand in the way of good practice or use the power
inherent in their professional role to abuse (often
unintentionally) organization members.

15. OEthical Guidelines
OEthical Dilemmas
OMisrepresentation
OMisuse of Data
OCoercion
OValue and Goal Conflict
OTechnical Ineptness