Organizational Development OD&C_ppt_4.ppt

OD emphasizes continuous improvement through feedback and reevaluation, ensuring organizations remain dynamic, resilient, and competitive

1. An Experiential Approach to Organization Development 8
th
edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 1
Chapter 4
Role and Style
of the OD Practitioner

2. An Experiential Approach to Organization Development 8
th
edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 2
Learning Objectives
•Define role of OD practitioner.
•As a potential OD practitioner, identify:
–Your strengths and
–Areas of improvement.
•Experience and practice:
–Your style of intervention and
–Influence in a group.

3. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 3
Figure 4.1
Stage 2 of OD’s 5 Stages

4. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 4
Haphazard Versus
Planned Change
•Change programs do not happen
accidentally.
•Initiated with purpose and require
leadership.
•OD practitioner deals proactively with
changing forces.

5. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 5
Two Types of Change
in Organizations
•Random or haphazard change.
–Forced on organization by external
environment.
–Not prepared for.
•Deliberate attempts to modify
organization.

6. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 6
External Practitioner
•Not previously associated with client.
•Advantages.
–Different viewpoint and objectivity.
–Not dependent upon the organization.
•Disadvantages.
–Unfamiliar with organization.
–Unfamiliar with culture, communication
networks, and power systems.

7. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 7
Internal Practitioner (part 1 of 3)
•Member of organization who can be:
–A top executive.
–Employee who initiates change in work
group.
–From human resources or OD department.

8. An Experiential Approach to Organization Development 8
th
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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 8
Internal Practitioner (part 2 of 3)
•Advantages.
–Familiar with culture and norms.
–Knows power structure.
–Personal interest in organization.

9. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 9
Internal Practitioner (part 3 of 3)
•Disadvantages.
–May lack specialized skills.
–Lack of objectivity.
–Likely to accept organizational system.
–May lack necessary power and authority.

10. An Experiential Approach to Organization Development 8
th
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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 10
External-Internal Practitioner
Team (part 1 of 3)
•Team combines external practitioner
working with internal practitioner.
•Probably most effective approach.
•Partners bring complementary
resources.

11. An Experiential Approach to Organization Development 8
th
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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 11
External-Internal Practitioner
Team (part 2 of 3)
•External practitioner brings:
–Expertise, objectivity, and new insights.
•Internal practitioner brings:
–Knowledge of issues and norms, and
–Awareness of strengths and weaknesses.

12. An Experiential Approach to Organization Development 8
th
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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 12
External-Internal Practitioner
Team (part 3 of 3)
•Provides support to one another.
•Achieves greater continuity over OD
program.
•Team combines advantages of both
while minimizing disadvantages.

13. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 13
OD Practitioner Styles
•Practitioners have variety of styles.
•View styles as degree of emphasis
placed upon 2 dimensions:
–Effectiveness - degree of emphasis upon
goal accomplishment.
–Morale - degree of emphasis upon
relationships and satisfaction.

14. An Experiential Approach to Organization Development 8
th
edition
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Chapter 4
Slide 14
Five Practitioner Styles (part 1 of 6)
1.Stabilizer style.
2.Cheerleader
style.
3.Analyzer style.
4.Persuader style.
5.Pathfinder style.

15. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 15
Figure 4.2
Practitioner Styles

16. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 16
Five Practitioner Styles (part 2 of 6)
•Stabilizer Style.
–Maintains low profile.
–Tries to survive by following directives.

17. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 17
Five Practitioner Styles (part 3 of 6)
•Cheerleader Style.
–Places emphasis on member satisfaction.
–Does not emphasize organization
effectiveness.

18. An Experiential Approach to Organization Development 8
th
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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 18
Five Practitioner Styles (part 4 of 6)
•Analyzer Style.
–Places emphasis on efficiency.
–Little attention to satisfaction of members.

19. An Experiential Approach to Organization Development 8
th
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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 19
Five Practitioner Styles (part 5 of 6)
•Persuader Style.
–Seeks compromise between cheerleader
and analyzer styles.
–Achieves average performance.

20. An Experiential Approach to Organization Development 8
th
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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 20
Five Practitioner Styles (part 6 of 6)
•Pathfinder Style.
–Seeks high organization efficiency and
high member satisfaction.
–Desired style for OD practitioner.

21. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 21
Pathfinder Practitioner
Focuses on Six Processes:
1.Communication.
2.Member roles in
groups.
3.Group problem-
solving.
4.Group norms and
growth.
5.Leadership and
authority.
6.Intergroup
cooperation.

22. An Experiential Approach to Organization Development 8
th
edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 22
Readiness of
Organization for OD
•Key personnel first decide if change
needed.
•Learning goals of OD appropriate?
•Cultural state of client ready for OD?
•Key people involved?
•Members prepared and oriented to OD?

23. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 23
The Intervention
•Intervention is:
–Coming between members of organization.
–For purpose of change.
•Interventions are planned activities.
•External practitioner usually intervenes
through top manager.

24. An Experiential Approach to Organization Development 8
th
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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 24
Who Is Client?
•Who client is becomes complex as
practitioner intervenes.
•Client may be:
–Organization.
–Certain divisions.
–An individual.

25. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 25
Practitioner Role in
Intervention
•Operates on belief that team is basic
building block.
•Concerned with how processes occur.
•Does not take control.
•Believes that assisting client leads to
lasting solution.

26. An Experiential Approach to Organization Development 8
th
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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 26
Table 4.1
OD Practitioner Skills and Activities

27. An Experiential Approach to Organization Development 8
th
edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 27
Six Key Skill Areas Critical to
Success of Practitioner
1.Leadership.
2.Project
management.
3.Communication.
4.Problem-solving.
5.Interpersonal.
6.Personal.

28. An Experiential Approach to Organization Development 8
th
edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 28
Figure 4.3
Practitioner Skills Profile

29. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 29
Forming Practitioner-Client
Relationship
•A system of interacting elements.
•Consists of:
–Practitioner.
–Client contact.
–Client target system.

30. An Experiential Approach to Organization Development 8
th
edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 30
Figure 4.4
System’s View of Change Relationship

31. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 31
Initial Perceptions
•Initial intervention is:
–An evaluation by client and practitioner of
each other.
•First impressions important.
•Relationship based on mutual trust and
openness.

32. An Experiential Approach to Organization Development 8
th
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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 32
What Perception Is
•The process that individuals use to:
–Give meaning to environment.
–Interpret and organize sensory
impressions.
•What one perceives can be different
from reality.
•People behave on basis of:
–What is perceived versus what really is.

33. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 33
Figure 4.6
Perception Formation and Effect on
Relationships

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th
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Chapter 4
Slide 34
Selective Perception
•Selectivity of information that is
perceived.
•People tend to ignore information that
conflicts with their values.
•Accepts other information that agrees
with their values.

35. An Experiential Approach to Organization Development 8
th
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Chapter 4
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Closure
•Individual fills in missing information in
order to complete perception.
•Individual perceives more in situation
than is really there.

36. An Experiential Approach to Organization Development 8
th
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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 36
Dilemma Interactions
•Questions about client’s definition of
problem.
•Client’s awareness of need for change.
•Client’s unrealistic expectations.
•Client’s misuse of power.
•Value differences with client and
practitioner.

37. An Experiential Approach to Organization Development 8
th
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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 37
Practitioner Style Model
•Practitioner brings knowledge, skills,
values, and experience.
•Client system has own subculture and
readiness for change.
•Together determine practitioner’s style
and approaches.

38. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 38
Figure 4.7
Practitioner Style Model

39. An Experiential Approach to Organization Development 8
th
edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 39
Developing Trust Relationship
•Openness and trust between
practitioner and client essential.
•Basic responses to build trust:
– Questions.
– Advising.
– Reflection.
– Interpretation.
– Self-disclosure.
– Silence.

40. An Experiential Approach to Organization Development 8
th
edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 40
Creating Climate for Change
•Practitioner “practice what he or she
speaks.”
•Create climate of:
–Openness.
–Authenticity.
–Trust.

41. An Experiential Approach to Organization Development 8
th
edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 41
Practitioner-Client
Relationship Modes (part 1 of 5)
•Apathetic.
•Gamesmanship.
•Charismatic.
•Consensus.

42. An Experiential Approach to Organization Development 8
th
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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 42
Practitioner-Client
Relationship Modes (part 2 of 5)
•Apathetic Mode.
–Keeps quiet about true ideas with
practitioner.
–Doubtful about change.

43. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 43
Practitioner-Client
Relationship Modes (part 3 of 5)
•Gamesmanship Mode.
–Keeps quiet about true ideas with
practitioner.
–Manipulates strategic factors.

44. An Experiential Approach to Organization Development 8
th
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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 44
Practitioner-Client
Relationship Modes (part 4 of 5)
•Charismatic Mode.
–View of changes taken from leaders’ cues.
–Members view change as desirable if
leaders approve.
–Limited number of members share their
own ideas.

45. An Experiential Approach to Organization Development 8
th
edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 45
Practitioner-Client
Relationship Modes (part 5 of 5)
•Consensus Mode:
–Both client and practitioner share
perceptions.
–Differences are worked through.
–OD practitioner attempts to operate from
this mode.

46. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 46
Formalization of Operating
Ground Rules
•Formalization of obligations in contract
advisable for external practitioner.
•Internal practitioner.
–Does not need contract.
–Ground rules should be formalized.

47. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 47
Figure 4.8
Four Practitioner-Client Relationship
Modes

48. An Experiential Approach to Organization Development 8
th
edition
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Chapter 4
Slide 48
Contract with External
Practitioner Specifies Items
•Point of contact.
•Role of
practitioner.
•Fees.
•Schedule.
•Anticipated
results.
•Operating ground
rules.

49. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 49
Warning Signs in Practitioner-
Client Relationship
•Level of commitment to change of
client.
•Degree of power to influence change.
•Client’s manipulative use of practitioner
power.

50. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 50
OD Application
Bain & Co.
•Bain & Co. is major worldwide
consulting firm.
•Works collaboratively with clients to
assist them in:
–Making decisions in areas including
strategy, organization, and operations.

51. An Experiential Approach to Organization Development 8
th
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Chapter 4
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•Known as creator of “relationship
consulting.”
•Works directly with chief executive.
•Focuses on total system.
•Collaborate with client to:
–Study, define, and assist in implementation
of solution.
• Does not make decisions.
–Serve as catalyst to help in the process.

52. An Experiential Approach to Organization Development 8
th
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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
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Key Words and Concepts
•Analyzer style.
–High on effectiveness.
–Low on morale.
•Apathetic mode.
–Follows established routine.
–Avoids responsibility.

53. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 53

•Charismatic mode.
–Relies on leaders to determine if change
desirable.
•Cheerleader style.
–High on morale.
–Low on effectiveness.
•Client sponsor.
–Person or group in organization that
requested practitioner’s help.

54. An Experiential Approach to Organization Development 8
th
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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 54
•Client target system.
–Organization needing help in change.
•Closure.
–Tendency to fill in missing information to
complete perception.
•Consensus mode.
–Decisions made through sharing
viewpoints.

55. An Experiential Approach to Organization Development 8
th
edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 55
•Dilemma interactions.
–Result from questions from practitioner.
–Regarding client’s problem definition and
value differences.
•External-internal team.
–Change agents from outside and inside
organization.
•External practitioner.
–Change agent from outside organization.

56. An Experiential Approach to Organization Development 8
th
edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 56
•Gamesmanship mode.
–Sees life as if playing a game.
–Goal is to win.
•Internal practitioner.
–Change agent from within organization.
•Interpretation.
–Responses used by practitioner to explain
something in terms client can understand.

57. An Experiential Approach to Organization Development 8
th
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Chapter 4
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•Intervention.
–Entrance into client system.
–Includes variety of roles and activities.
•Pathfinder style.
–High on effectiveness.
–High on morale.
•Perception.
–Process individuals use to give meaning to
environment.
–Interprets sensory impressions.

58. An Experiential Approach to Organization Development 8
th
edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
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•Persuader style.
–Moderate emphasis on morale and
effectiveness.
•Selective perception.
–Selectivity of information that is perceived.
•Stabilizer style.
–Low on effectiveness.
–Low on morale.

59. An Experiential Approach to Organization Development 8
th
edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 59
OD Skills Simulation 4.1
Practitioner Style Matrix
•Purpose:
–To give you information about approaches
to practitioner-client relationship.
–Information may help to:
•Reinforce existing strengths and
•Indicate areas that need improvement.

60. An Experiential Approach to Organization Development 8
th
edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 60
Preparations for Next Chapter
•Read Chapter 5.
•Prepare for OD Skills Simulation 5.1.
–Prior to class, form teams of six and select
roles.
–Complete Step 1.
•Read and analyze Case: The Old
Family Bank.

61. An Experiential Approach to Organization Development 8
th
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Chapter 4
Slide 61