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
• 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
 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