Role of an Od Consultant

7/28/2019 Role of an Od Consultant

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ROLE OF AN ORGANIZATIONAL DEVELOPMENT(OD)CONSULTANT

By Laxmi Panchabhai (06)

Sneha Tamboli (08)

HRSYMMS



DEFINITION OF OD

Theory and practice of planned, systematic change in

the attitudes, beliefs, and values of the employees through creation

and reinforcement of long-term training programs

Action oriented

Organization-wide analysis of the current situation and of the future

requirements

Objective



ROLE OF AN OD CONSULTANT

Identification

Solving

Coping

"When helping other individuals, groups, organizations, or

larger social systems,

Consultants behave in a number of roles they judge to beappropriate for the client, the situation, and the consultant's

own style."



DIFFERENT ROLES ..

Advocate

Technical Expert

Trainer/Educator

Joint Problem Solver

Alternative Identifier and Linker

Fact Finder

Process Consultant



ADVOCATE

Consultant tries to impose his or her ideas on

The client.

Consultants tell people what to do and/or how to do it

To influence the client toward a particular goal or solution

SKILLS : Persuasive techniques, and presenting skills



TECHNICAL EXPERT

Information specialists.

Specialized knowledge, skill, and professional expertise.

Can be technical experts on policy, computers, research methods,

Distinction between an advocate role and a technical expert role is

the degree of influence the consultant uses or tries to have and the

fervour with which he or she prescribes the right answers.

The danger : client resistance to the information, client compliance

with the information without commitment to follow through,

dependency of the client on the consultant to continue to provide the

answers

SKILLS :Well to know his or her subject matter thoroughly and have

presenting skills



TRAINER /EDUCATOR

Appropriate during a consultation when the client needs

To acquire some information, learn some skill or value some idea or

process

Between technical expert and trainer/educator lies in determining what the

Client will do with the information

Limitation of the trainer/educator role is its focus on individuals or

groups learning information or skills which may or may not be transferable

to the Ongoing situation in the organization

SKILLS : assessing learners needs and progress,Training techniques,

facilitation skills, design skills, individual learning styles, group dynamics

and presentation skills



JOINT PROBLEM SOLVER

Almost as a peer

Defining the problem, testing assumptions and alternatives,

identifying issues

Testing the feasibility of different options.

The consultant's role : To bring objectivity,

Sensitivity, willingness and ability to ask difficult questions, and

confront issues and People.

SKILLS :Knowledge of several problem solving processes,

diagnostic Models of organizations, group processes, thinking

processes in individuals, and Research method



ALTERNATIVE IDENTIFIER AND LINKER

Helps an individual or group identify alternatives that they

don't know about and/or are not within the consultant's range of

expertise.

The consultant links the client with external resources.

Lippitt and Lippitt :OD consultants should not limit resources

to their own expertise and that increasingly they will have to know other

consultants who have particular expertise in organization design, computer

technology, etc

SKILLS :network building, diagnosic models of organizations and groups,

and both sensitivity and skill in "saying good-bye"



FACT FINDER

Researcher collecting information

Critical aspects of problem solving

An inherent danger in this role is that the very activity of collecting

information, of asking questions, almost always sets up an expectation

that something will happen as

a result of asking the questions

SKILLS: research design, sampling methods, design of questionnaires

and interviews, observation methods, analysis methods and statistics



PROCESS CONSULTANT

Consultant focuses largely on the interpersonal and inter-group

dynamics that affect problem solving and decision making

The assumption here is that if information exchange and decision

Making is conducted efficiently, the client's operations will improve

SKILLS : problem solving and decision making processes, group

dynamics, inter-group problem solving processes, negotiation and

conflict management processes.



OD CONSULTANTS:

INTERNAL VERSUS EXTERNAL

Familiar with the organization's culture and norms

Disney, IBM, General Electric, General Motors

Cost saving

No time waste

Disadvantage

lack of OD skills

lack of objectivity

Do not have the necessary power and authority

Internal OD Consultant



OD CONSULTANTS:

INTERNAL VERSUS EXTERNAL

Freedom

Different point of view

Formal

More Independent , Risk taker

Positive impact

Disadvantage :

Unfamiliar with the culture, communication networks, and formal or

informal power systems

Increased cost

Not trustworthy for company

External OD Consultant



SOLUTION???

OD researcher John Lewis,

The External-Internal OD Consultant



Change management

Group problem solving

Talent Management

Meeting design and facilitation

Team development

Business Process Redesign

Customized Training

HOW DO OD CONSULTANTS WORK?



WHO CAN USE OD SERVICES?

All Institute organizations

Institute-wide, school, or departmental projects.



ROLE OF OD-ACROSS SECTORS:

1.Understanding what the client wants.

2.Analysing the current situation (Systems context).

3.Understanding & devising strategies to reach the desiredsituation.



MULTIPLE ROLES-OD CONSULTANT

1.Fact-finder.

2.Joint problem-solver.

3.Trainer/Educator.

4.Information Expert.

5.Process Consultant.

6.Advocate.

7.Change Agent.



COULD YOUR ORGANIZATION BENEFIT FROM

WORKING WITH AN OD CONSULTANT?

Is there a sense of unrealized potential at my organization?

Does my organization lack direction due to inadequate

structure or guidance from upper management?

Does my organization cling to obsolete products, services, or

practices?

Are we experiencing low staff morale or high turnover?

Has the organization grown or shrunk very quickly?



CONTINUED…

Is it in an "identity crisis," lacking a clear sense of purpose?

Are there conflicts about my organization's future direction?

Has my organization experienced major changes in its environment,

such as a move to new facilities?

Has my organization implemented a new technology?

Is my organization bogged down with inflexible rules or directives?

Are there people in the organization who are stopping or hindering

progress?

Has my organization's external environment changed dramatically?

~ adapted from Principles of Organization Development, ASTD Info Line



WHY WOULD YOU NEED AN ORGANIZATIONAL

DEVELOPMENT CONSULTANT ?

An OD consultant works to bring about positive changes by:

Meeting with you to discuss the reasons for the consultation

Gathering data about the problem

Analyzing the data

Reporting the results back to you

Suggesting ways and guiding the organization to implement

the desired changes



WHAT MIGHT AN OD CONSULTANT SUGGEST AS

A WAY TO CREATE CHANGE?

FOR THE ORGANIZATION

Vision, mission and values development

Goal setting

Organizational restructure and redesign

Commitment to new programs

Commitment to new ways of managing

Communication and teamwork skills






BETWEEN EMPLOYEES

Values clarification

Conflict resolution

Norm setting

Role clarification and negotiation

Improving communication abilities





FOR INDIVIDUALS

Job redesign

Training and management development

Career development

Individual observation and feedback

Individual skill coaching

Serving as a sounding board for decisions

Technical skills training

Administrative skills training

Management/supervision training

Decision making and problem solving

Project planning and implementation



GOALS:

1.To face competition.

2.To enable survival.

3.To bring about improved organizational performance.



ACTIVITY

1.Plot the position of your organization.

2.Plot the desired position.

3.Use Kurt Lewin’s model ( of Change Management).



FINDING THE RIGHT OD CONSULTANT – ONE SIZE DOES

NOT FIT ALL BY M ARIA C. SEDDIO

The three major categories of consulting :1.Outsourced functional expertise vendor

Eg. Contracts for the Legal Department; Staffing and Recruiting for

Human Resources

2.Subject specific expertise

Eg. SAP implementation; Web-site design

3. Deals with uncharted waters, new experiences.

track record and fit are what counts -- what the consultant has

achieved in other settings and how well the organization and the

consultant can join together to define and achieve desired outcomes.

WHAT ARE THE CORE COMPETENCIES FOR OD



WHAT ARE THE CORE COMPETENCIES FOR OD

CONSULTANTS?

Understanding the business context and challenges; including the

organizational history, short-term financial expectations, external,

market-driven pressures and strategic vision for the future.

Joining the organization and becoming a member-at-large in order to

understand and empathize with its constituents.

Core Competencies



WHAT ARE THE CORE COMPETENCIES FOR OD CONSULTANTS?

Assessing opportunities for growth and development; for closing

the gap between the current and desired state for the organization and

for putting in place a process for ongoing renewal and revitalization

Influencing key stakeholders to take ownership for success of

change initiatives and the development of the organization and its

people

Core Competencies



WHAT ARE THE CORE COMPETENCIES FOR OD CONSULTANTS?

Coaching for leadership at every level and having the skill set to

assess, define and implement personal and professional development

strategies to achieve desired outcomes.

Enrolling the organization in a process of self-discovery and identityformation; generating excitement and interest in strategic questions that

foster self-reflection and broad inquiry excitement and interest in

strategic questions that foster self-reflection and broad inquiry

Observing (keenly) the relationships and interactions that form the

complex adaptive system that is known as “the organization.”

Core Competencies



HOW DO YOU SELECT A CONSULTANT FOR

ORGANIZATIONAL DEVELOPMENT

Criteria for selection

A systems orientation

A theoretical foundation A learning perspective

A leadership philosophy

A psychological stronghold



SO,OD COSULTANT IS…

Examines and seeks to replicate the processes involved in creating

and sustaining a healthy, resilient and innovative business.

Processes focus on the development of the organization through the

engagement and interaction of the people involved.

Include how the organization learns, the philosophy of leadership that

guides decision-making

The setting of strategic direction, the ways in which the organization

understands and leverages change, the emphasis on people

development and planning for the future



SO,OD COSULTANT IS …

To help the organization with its people

(helping the organization to develop a leadership team that

works effectively together, or to create a communication strategy

for rollout to their membership community)

The organization needs to find a way to keep itself alive

“Adaptation through variation “

The role of the OD consultant - use a big-picture perspective

The OD consultant : fundamentally a purveyor of difference.

Identity formation and self-discovery as the organization

understands, adapts and renews itself



Documents

Role of an Od Consultant