The OD Practitioner PDF

THE OD PRACTITIONER WHO IS THE OD PRACTITIONER 1. OD practitioners are those people specializing in OD as a profession. -may be internal or external consultants who offer professional services to organizations. -OD professionals traditionally have shared a common set of humanistic values promotin...

THE OD PRACTITIONER WHO IS THE OD PRACTITIONER 1. OD practitioners are those people specializing in OD as a profession. -may be internal or external consultants who offer professional services to organizations. -OD professionals traditionally have shared a common set of humanistic values promoting open communications, employee involvement, and personal growth and development. WHO IS THE OD PRACTITIONER 2. Those specializing in fields related to OD, such as reward systems, organization design, total quality, information technology, and business strategy. WHO IS THE OD PRACTITIONER 3. Managers and administrators who have gained competence in OD and who apply it to their own work areas. COMPETENCIES OF AN EFFECTIVE ORGANIZATION DEVELOPMENT PRACTITIONER Based on the data in Table 3.1 and the other studies available, all OD practitioners should have the following basic skills and knowledge to be effective. 1. Intrapersonal Skills or “Self-Management” Competence - the ability to inquire into one’s self, one of the cornerstone skills in OD Based on the data in Table 3.1 and the other studies available, all OD practitioners should have the following basic skills and knowledge to be effective. 2. Intrapersonal Skills - practitioners must create and maintain effective relationships with individuals and groups within the organization. Based on the data in Table 3.1 and the other studies available, all OD practitioners should have the following basic skills and knowledge to be effective. 3. General Consultation Skills - identifies the ability to manage the consult ing process and the ability to design interventions. Based on the data in Table 3.1 and the other studies available, all OD practitioners should have the following basic skills and knowledge to be effective. 4. Organization Development Theory - OD practitioners should have is a general knowledge of organization development THE PROFESSIONAL ORGANIZATION DEVELOPMENT PRACTITIONER THE PROFESSIONAL ORGANIZATION DEVELOPMENT PRACTITIONER 1. Position a. Internal consultants are members of the organization and may be located in the human resources department or report directly to a line manager. THE PROFESSIONAL ORGANIZATION DEVELOPMENT PRACTITIONER 1. Position b. External consultants are not members of the client organization; they typically work for a consulting firm, a university, or themselves. THE PROFESSIONAL ORGANIZATION DEVELOPMENT PRACTITIONER -A promising approach to having the advantages of both internal and external OD consultants is to include them both as members of an internal–external consulting team. THE PROFESSIONAL ORGANIZATION DEVELOPMENT PRACTITIONER 2. Marginality -The marginal person is one who successfully straddles the boundary between two or more groups with differing goals, value systems, and behavior patterns. THE PROFESSIONAL ORGANIZATION DEVELOPMENT PRACTITIONER 3. Emotional Demands - the importance of understanding emotions and their impact on the practitioner’s effectiveness. THE PROFESSIONAL ORGANIZATION DEVELOPMENT PRACTITIONER 4. Use of Knowledge and Experience - Rather than contracting to solve specific problems, the consultant has tended to work with organization members to identify problems and potential solutions, to help them study what they are doing now and consider alternative behaviors and solutions. CAREERS OF ORGANIZATION DEVELOPMENT PROFESSIONALS 1. Internal Consultants those with rudimentary training tend to be internal consultants. 2. External Consultants tend to be older, to have more managerial experience, and to spend more of their time in OD than do internal practitioners. PROFESSIONAL VALUES -Recent trends focus on the expansion of humanistic values to include organizational effectiveness and performance. -Practitioners face conflicts between employee satisfaction and organizational efficiency. PROFESSIONAL VALUES -External Value Conflicts: different stakeholders have competing interests, making it essential for organizations to navigate these diverse values. -New Competencies for OD Practitioners: Increasing need for political skills in managing external relationships. PROFESSIONAL ETHICS PROFESSIONAL ETHICS Ethical Guidelines -Ethical statements have been sponsored by: a.Organization Development Institute b.American Society for Training & Development c.A consortium of professional associations in OD. -The consortium developed an ethical code based on a project at the Illinois Institute of Technology's Center for the Study of Ethics in the Professions. PROFESSIONAL ETHICS Ethical Dilemmas 1.Misrepresentation - happens when OD practitioners say that a certain intervention will lead to results that are unrealistic for the situation. PROFESSIONAL ETHICS Ethical Dilemmas 2. Misuse of Data -happens when information collected during the OD process is used in a harmful way. PROFESSIONAL ETHICS Ethical Dilemmas 3. Coercion -happens when people in an organization are forced to join an OD intervention PROFESSIONAL ETHICS Ethical Dilemmas 4. Value and Goal Conflict -happens when the purpose of a change effort isn’t clear or when the consultant and the client disagree on how to achieve goals. PROFESSIONAL ETHICS Ethical Dilemmas 4. Technical Ineptness -occurs when practitioners attempt interventions that they aren’t skilled at or when clients aren’t ready for the changes being proposed.