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 Practitioners
External Practitioners Internal Practitioners
• Not previously associated • A member of the
with the client system organization, either a top
• Have increased leverage executive or a member of
and greater freedom of HR department.
operations • Familiar with the
• Do not depend upon the organization’s culture and
organization for raises, norms and behave
approval or promotions accordingly
• More independent attitude • Know the Power-structure,
about risk-taking and are known to employees
confrontation with the and personal interest in
client system. org’s success.
Disadvantages
External Practitioners Internal Practitioners
• Unfamiliar with the • Lack of specialized skills
organization culture needed for org.
• No sufficient knowledge of development
the technology • Being known to the
• Unfamiliar with the culture, workforce is also a
communication network, disadvantage
formal and informal power • Do not possess the
system necessary power and
• Difficulty in gathering authority, are sometimes in
Information because they a remote-staff position and
are outsiders 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
High
Cheerleader Pathfinder
Morale
Persuader
Stabilizer Analyzer
Low
Low Effectiveness High
The Intervention Process
The Readiness of the organization for OD
The Intervention
Who is the client?
The OD practitioner role in the Intervention
OD Practitioner skills and Activities
Forming the Practitioner-client
Relationship
Initial Perceptions
Practitioner style model
Developing a trust Relationship
Creating a climate for change
Practitioner-client Relationship Modes
Organization system
(culture, climate)
OD
Client Internal External
program
Sponsor Practitioner Practitioner
Goals
Client Client
Target Target
A B
Organization Environment
Perception formation and its effect Past Experience
on Relationships
Mechanisms
of perception
formation Interpretation
Information Selectivity Perception
Closure
Relationships
Org. position Stress
Interaction
and Job group
reward design Pressure role
Practitioner Style Model
Practitioner Practitioner Task,
Knowledge, Skills, Performance,
Values and Expectations, and
Experience Rewards
Practitioner Style and
Approaches
Target
Client System’s
organization’s
Expectations and
Readiness for
Values
change
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
Four Practitioner-Client Relationship Modes
High
CHARISMATIC CONSENSUS
Open to others Open to others
Rejects Accepts
Responsibility Responsibility
Open to
others,
shares Practitioner
ideas Client
and Relationship
feelings
APATHETIC GAMESMANSHIP
Closed to others Closed to Others
Rejects Accepts
Responsibility Responsibility
Low
Accepts personal responsibility for own
Low Behavior High
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 change
The degree of leverage or power to influence
change
The client’s manipulative use of the practitioner
Thank You
