DBA Org Dev

8/8/2019 DBA Org Dev

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ISSUES IN CLIENT-CONSULTANTRELATIONSHIP

Reporter:ROWENA CARPIO


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1. Entry and Contracting

2. Defining the Client System

3. The Trust Issue

4. The Nature of the Consultants Expertise5. Diagnosis and Appropriate Interventions

6. The Consultant as a Model

7. The Dependency Issue and Terminating the

Relationship

8. Ethical Standards in Organization Development

Issues in Client-Consultant Relationship


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Entry and Contracting

Explores the nature of theOrganizations problems

Develops a clear definition of theMutual expectations in the

Client-consultant relationship

Must have confidence in theConsultants ability to guide the

Change process

Support the change effort


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Entry and Contracting

Conditions

Met?Proceed with OD

Do not proceed

Any further

Y

N


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The trust issue

A trusting relationship helps the consultant deal with the challenges

brought by those who are uncomfortable or in disagreement with the

change effort, and the consultants style and values are key factors in

establishing trust and making relationships successful.

The goal of both consultant and client should be to develop a positive

climate for trust. Researchers (Alder, Rosenfeld & Towne, 1980) have

identified the processes in which one person can devalue another, thus

creative a negative climate for trust. One way a person devalues

another is by making a disconfirming response. Thus, OD consultants

should avoid disconfirming response.This type of response involves failing to acknowledge the message from

the receiver or sending a signal suggesting that the other is not worthy

of a reply or simply does not exist.


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Trust

- The willingness of a party to be vulnerable to the

actions of another party based on the expectation that

the other will perform a particular action important to

the trustor, irrespective of the ability to monitor orcontrol that other party

The trust issue


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Values

Attitudes

Moods & Emotions

TRUST

Trust - is a psychological construct, the experience

of which is the outcome of the interaction of

peoples values, attitudes, and moods and

emotions. (Mayer, Davis, & Schoorman, 1995)


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Values

These are general standards orprinciples that are consideredintrinsically desirable ends. (Olson &Zanna, 1993; Rokeach, 1973)

A persons value system, thus guidesbehavior and the interpretation ofexperience by furnishing criteria that aperson can use to evaluate and makesense of events and actions in thesurrounding world.

That value system determines whichtypes of behaviors, events situations, orpeople are desirable or undesirable.

Examples:

Loyalty

Helpfulness

Fairness

PredictabilityReliability

Honesty

Responsibility

Integrity

CompetenceConsistency

Openness


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Whatpeople view asdesirableorideal- thatis,theirinternalizedvalues- conditionstheexperienceoftrustandisupheldasastandardtostriveforinthefuture. (Butler, 1991)

Examples :

An individual whose value system

Emphasizes LOYALTY &HONESTY

Will strive to achieve loyalty

& honesty his/her relationships

With others.

People who are trustworthy tend to view

Others as trustworthy


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Attitudes

The knowledge structures containingthe specific thoughts and feelings peoplehave about other people, groups, ororganizations, and

The means through which they defineand structure their interactions withothers.

(Anderson & Armstrong, 1989;Kruglanski, 1989; Olson & Zanna, 1993)


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The trust issue

Disconfirming Responses

Impervious response - one in which the sender verbally and nonverballybehaves as if the receiver is not present. (Example: When a person

volunteers an opinion, and the group fails to acknowledge by either

continuing as before or changing the topic of discussion.)

Interrupting response - one in which a sender stops the receiver from

making a point by changing the subject or evaluating the receiver;s message

before it is competed. (Example: Higher status persons often interrupt lower

status persons, men often interrupt women)

Irrelevant response - one that does not address the question athand.(Example: A manager may present production figures for the previous

quarter and the group discusses the organizations marketing plan for the

next quarter without acknowledging the information the manager has

provided)


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The trust issue

Tangential response - acknowledges the receivers message but the

sender also uses the response to change the subject or deflect attention

from the messages central issue. (Example: I often have difficulty

obtaining product information from the marketing department. Reply, Whyare you asking the marketing department? - When the issue is lack of

product information.)

Impersonal Response - one in which the sender assumes an attitude or

role that prevents the sender and receiver from interacting on a personal

level. (Example: When a senior executive replies to criticism by saying, As

a member of the executive staff, I disagree.)

Ambiguous response - carries more than one meaning and thus becomes

difficult to interpret clearly. (Example: Who will decide how my job will be

redesigned? Response: That will be taken under consideration and you

will be notified at the appropriate time.)


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The trust issue


Incongruous response - gives mixed or conflicting messages to the

receiver. (Example: A manager may say, Tell me more about your ideas on

job design. while at the same time not looking at the employee, but

rummaging through her papers.)


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The nature of the consultants expertise

Many organizations have discovered that hiring a consultant to lead an

organization development effort is far more complex than hiring a lawyer for

legal consultation or an economist for financial forecasting.

Unlike other types of consultants, people who

will serve as organizational change agents need

to have a broad range of competencies, that,

unfortunately, do not come automatically with

prestigious academic or business credentials,

When the wrong consultant is hired, organization development programs often

fail to get started or stall midway through the process. To guide an OD

intervention all the way to successful completion requires a special set of

knowledge, skills, and abilities


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McBer and Company hasdeveloped a competency modelthat lists some critical skills for asuccessful OD consultant. By

modifying the list to include

competencies essential tosuccess in a specificorganization and dropping

unnecessary competencies, acompany can develop its ownOD consultant competency

model


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McBer and Company Competency Model for OD Consultants(Source: Cripe, 1993)

Interpersonal skills competencies

ability to express empathy

positive expectations of people

genuineness

Diagnostic skills competencies knowledge of the principles of

individual and organizational

development variables and

systems

ability to collect meaningful data

from individuals and organizational

systems through such means asinterviews, surveys, and

observations

ability to draw conclusions from

complex data and make accurate

diagnoses

Initiation skills competencies

ability to influence and market skills and to

identify and persuade prospective internal

customers to use services

ability to make presentations in a concise,

interesting, and informative manner ability to engage in problem solving and

planning, and to make recommendations and help

customers with problem solving, goal setting, and

planning to improve organizational performance

Ability to manage groups and group dynamics

Organization skills competencies ability to design adult-learning curricula and

organizational development exercises

ability to administer such resources as

personnel, materials, schedules and training

sites


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The Ideal Consultant(Source: Bader & Stitch, 1993)

The ideal external consultant has the following qualities :

Listens, but does not sell

Fits into the organization and embraces its mission and

culture

Teaches the internal professional staff and helps them

achieve independence

Provides good customer service

Protects confidentiality

Challenges assumptions Is a recognized expert

Provides perspective and objectivity

Celebrates with the internal staff


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The consultant as a modelFour Sets of Characteristics

(Porras & Robertson, 1993)

1.

InterpersonalCommunication

skills, including

- Listening

- Empathy

- Ability to

support,Nurture and

Influence

others

2.

Theory-basedProblem-solving

Capabilities -

Including

- knowledge of

Theory &

methodsOf change

- Ability to

Link this

Knowledge with

Organizational

realities

3.

EducationalSkills, including

- ability to create

Learning

Experiences

- Ability to model

Appropriatebehavior

4.

Self-awareness

Including

- Ability to

Recognize

Ones own

Feelings

- Ability toHave a clear

Understanding

Of ones own

Needs and

motivations


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Ethical issues in

Organizational developmentEthics

Ethical

dilemmas

Code of ethics

Issues or practices that should influence the

decision-making process in terms of doing the right

thing. It reflects the morals - what is considered

right or wrong - of a society. (Smither, 1996)

Problems for which there are no clear or agreed

on moral solutions

A set of professional practice guidelines that

are meant to ensure moral behavior.


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Ethical issues in

Organizational development

As an OD professional, I commit myself to supporting and acting in accordance with the following ethical guidelines:

Responsibility to self

Act with integrity; be authentic and true to myself.

Strive continually for self-knowledge and personal growth

Recognize my personal needs and desires and, when they conflict with other responsibilities, seek all-win resolutions of

those conflicts

Assert my own economic and financial interests in ways that are fair and equitable to me as well as to my clients and their

stakeholders.

Responsibility for professional development and competenceAccept responsibility for the consequences of my acts and make reasonable efforts to ensure that my services are properly

used; terminate my services if they are not properly used and do what I can to see that any abuses are corrected.

Strive to achieve and maintain a professional level of competence for both myself and my profession by developing the full

range of my own competence and by establishing collegial and cooperative relations with other OD professionals.

Recognize my own personal needs and desires and deal with them responsibly in the performance of my professional roles

Practice within the limits of my competence, culture, and experience in providing services and using techniques.

Practice in cultures different from my own only with consultation from people native to knowledgeable about those specific

cultures.

Responsibility to clients and significant to others

Serve the long-term well-being, interests, and development of the client system and all its stakeholders, even when the

work being done has a short-term focus.

Conduct any professional activity, program or relationship in ways that are honest, responsible, and appropriately open.

Establish mutual agreement on a contract covering services and remuneration.

Deal with conflicts constructively and avoid conflicts of interest as much as possible.

Define and protect the confidentiality of my client-professional relationships.

Make public statements of all kinds accurately, including promotion and advertising, and give service as advertised.

Ethical Guidelines for OD Professionals


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Responsibility to the profession

Contribute to continuing professional development for myself, other practitioners, and the profession.

Promote the sharing of OD knowledge and skill

Work with other OD professionals in ways that exemplify what our profession says we stand for.

Work actively for ethical practice by individuals and organizations engaged in OD activities and, in case of questionable

practice, use appropriate channels for dealing with it.

Act in ways that bring credit to the OD profession and with due regard for colleagues in other professions.

Social responsibility

Act with sensitivity to the fact that my recommendations and actions may alter the lives and well-being of people withinmy client systems and the larger systems of which they are subsystems.

Act with awareness of the cultural filters which affect my view of the world, respect cultures different from by own, and be

sensitive to cross-cultural and multicultural differences and their implications.

Promote justice and serve the well-being of all life on Earth.

Recognize that accepting this Statement as a guide for my behavior involves holding myself to a standard that may be more

exacting than the laws of any countries in which I practice, the guidelines of any professional associations to which I

belong, or the expectations of any of my clients.

(Source: The Organization Development Institute, 1994)

Ethical issues in



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Ethical issues in


Value Issues

Do the values - principles & ideals

believed to be of greatest importance

bf the change agent, match those of

The organization & its members?

Should the consultant attempt to

change the values of the organization

& its members, or should she decline

to serve as consultant?

If key members of the organization

have values that differ from the

others, should the consultant take

sides?

How?

Concern with maximizing personalfinancial gain, i.e., making money,


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Ethical issues in


Value Issues - How to deal

Consultant must be aware of her personal values

Consultant must be aware of her own motives for

consulting in general & for suggesting particular

strategies and solutions


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Ethical issues in


Contractual Issues -

Who is the consultants primary client - theManager who brought her to the organization,

Or the organization as a whole?

Is the consultant free to leave the organization

when she feels that an insolvable conflict exists?

H

ow are conflicts in values andapproaches to the problem

to be solved?

How responsible is the consultant for any

unforeseen and damaging side effects

of the OD effort?

Ethical problems concerning contractual

issues that are not spelled out in the contract


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REFERENCES

Alder, R.B., Rosenfeld, L.B., & Towne, L. (1980). Interplay: The process ofinterpersonal communicatin. New York: Holt, Rinehart & Winston.

Bader, G. & Stich, T. (1993). Building the consulting relationship. Training &

Development, 55-60

Bandura, A. & Walters, R.H. (1963). Social learning and personality. New York: Holt, Rinehart & Winston.

Cripe, E.J. (1993). Why Volvo kissed Renault goodbye. Business Week,

54-55

French, Wendell L., Bell, Cecil H. and Zawacki, Robert A. (2000).Organization Development andTransformation, Managing

Effective Change. Singapore: McGraw-Hill Book Co.


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Mayer, R.C., Davis, J.H., & Schoorman, F.D. 1995. An integrative model of

organizational trust.Academy of Management Review, 20: 709-734.

Porras J.L. & robertson, P.J. (1993). Organizational development:

Theory, practice, and research. Handbook of industrial and

organizational psychology, Vol. 4. Palo Alto: ConsultingPsychologists Press.

Smither, R. D., Houston, J.M. and McIntire, S.A. 1996. Organization

Development Strategies for Changing Environments. New

York: HarperCollins Publishers Inc.

REFERENCES

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