Discuss the various aspects of process consultation in an organizational development(OD)environment, and relate it to your experience either as a consultant (the change agent) or the client. Please be detailed and cite OD theories and references.
Discuss the various aspects of process consultation in an organizational development (OD) environment, and relate it to your experience either as a consultant (the change agent) or the client. Please be detailed and cite OD theories and references.
The consultant's role is to guide the execution team in order to achieve the strategy of the organization. Thus this is an ongoing role and nevertheless it's a long term job. Four change projects will be:
1) Improving the organization structure
2) Improving the Performance appraisal
3) Implementing Quality management
4) Implementing online training system for employees
OD can do better the functions which are more internal in nature. For example forecasting the requirements of human resources, determining the job profile, laying down the performance standards etc.
The consulting group should be attached to those projects where it can add value to the project. The goal should to be to "simplify work so that it can be done more rapidly and more effectively." (Delliote.com) The ethical decision will be to select right kind of projects where actually it can add value. The projects should not be taken just to earn money but involve little value addition. This is important for long term success. If the projects are taken for only short term gain the consultant will lose goodwill, time and resources. Hence the value addition and benefit in long term should drive the decision process.
I will suggest using following models:
1) Force Field Analysis
In 1951, Kurt Lewin developed a model for analyzing and managing organizational problems which he has termed Force Field Analysis (French & Bell, 1995; Fuqua & Kurpius, 1993; Lewin, 1951). As per this model there are both driving and restraining forces that influence any change that may occur:
Driving forces are those forces affecting a situation that are pushing in a particular direction; they tend to initiate a change and keep it going. In terms of improving productivity in a work group, pressure from a supervisor, incentive earnings, and competition may be examples of driving forces.
Restraining forces are forces acting to restrain or decrease the driving forces. Apathy, hostility, and poor maintenance of equipment may be examples of restraining forces against increased production. Equilibrium is reached when the sum of the driving forces equals the sum of the restraining forces.
This model will be useful when looking at the variables involved in planning and implementing a change program and will undoubtedly be of use in team building projects, when attempting to overcome resistance to change.
2) The "Burke-Litwin model" has been developed to examine organizational change and performance. It clearly differentiates between transformational and transactional dynamics in organizations. Hence it provides a link between an assessment of the wider institutional context and the nature and process of change within an organization.
As per childhope.org it makes the following key points:
? The external environment is the most powerful driver for organizational change
? Changes in the external environment lead to significant changes within an
Organization - its mission and strategy, its organizational culture and its ...
This explains the process consultation in an organizational development (OD) environment like "Burke-Litwin model" and other models