Practitioner-Client Relationship The second stage of organizational development focuses on the development of the practitioner-client relationship. There are two types of Organizational Development practitioners: • External Practitioner - a professional not previously associated with the organization itself. This external practitioner is able to view the organization objectively and without any preferential bias. • Internal Practitioner - a member of the organization itself. Internal practitioners may have the home-field advantage in that they are more familiar with the culture and structure of the organization itself. Five OD Practitioner Styles There are several styles that OD Practitioners can develop within the organization: 1. Stabilizer - tries to maintain a low profile. Doesn't want to rock the boat, so to speak, but rather is there to just have a job. 2. Cheerleader - places importance on satisfaction of employees and is most concerned with morale and motivation. 3. Analyzer - focuses on efficiency and does not worry much regarding employee satisfaction. These OD practitioners can be confrontational in achieving objectives. 4. Persuader - sees the importance of both effectiveness and morale. This practitioner will avoid confrontation in order to motivate and satisfy. 5. Pathfinder - sets the goal to achieve both effectiveness and satisfaction. This practitioner sees that satisfied employees will be effective employees. Practitioner-Client Relationship Modes There are four modes of the practitioner-client relationship: 1. Apathetic - members keep their goals to themselves. They believe that sharing this information will not make any real difference. They follow strict routines and do not accept responsibility for their actions. They see change as coming from a higher authority. 2. Gamesmanship - These members believe that sharing their true feelings regarding self-fulfillment or organizational effectiveness will have no result on the outcome so they keep it to themselves. They may favor change if see it as serving their own personal gains. 3. Charismatic - Some members may openly share their ideas and feelings. However, they look for cues from their leaders and view the change process as acceptable is leadership agrees. 4. Concensus - These members will continuously share their ideas and feelings openly. Decisions and agreement is achieved through the value of differing viewpoints. These members welcome change as a necessary and useful process. Diagnosing the Need for Change Diagnosis is the method of analyzing organizational issues and learning new behavior patterns. The purpose of a diagnosis is to understand and describe the present state of the organization. There are Nine Steps in the diagnosis model. It is helps the organization recognize the need for change. Overcoming Resistance to Change Resistance to change has five phases in its lifecycle. They are: 1. Change Introduced - Once the change is introduced, the level of resistance at this phase could seem immense. 2. Forces Identified - Once change begins to grow within an organization, forces both for and against the change can be identified. The more the change is understood, the more accepted it becomes. 3. Direct Conflict - This is usually the life and death phase for change within an organization as more direct conflicts arise between the forces for and against the change. 4. Residual Resistance - When overt opposition arises, those with power for the change will see that these members were not fully open with their resistance to change during the beginning phases. 5. Change Established - Resisters to change during this stage are very few. The conflict becomes more subtle and shows itself in forms of questions, reluctance, etc. Module 02 Organizational Development Plan Project - Introduction Project Overview In this project, you will take on the role of consultant and choose one real world corporation that you believe would benefit from major cultural and organization change. You will create an organizational development plan for change within this chosen corporation. Due Date Your final project is due in Module 06. There will be individual assignments along the way. The assignment and the module they are due are noted in bold on the time line below. As you can see, your first assignment "Topic Selection and Introduction" is due this module. Time Line Module Assignment 02 Introduction Topic Selection, Introduction, and Organizational Review and Assessment 03 Continue working on project 04 Resources Assessment Strategic Analysis and Planning Governance, Leadership, and Decision Making 05 Continue working on project 06 Project Assignment and Implementation Ideal Results Final Paper Requirements Your final organizational development plan should be 6-8 pages. Include both in text citations and a References page in APA format. Your paper should also be proofed for proper spelling, punctuation, and grammar. Your development plan should follow the following outline to ensure all required parameters are met. Evaluation Each assignment leading up to the final project is evaluated and graded independently. Your instructor will provide specific grading criteria for each step of the project prior to its due date. For Further Questions If you have further questions throughout this project, please ask your Instructor. Post ideas and questions for your classmates in the General Course Questions forum in the Getting Started folder of this course.
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