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Practicing Organization Development (A guide for Consultants) - Part 9

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Practicing Organization Development (A guide for Consultants) - Part 9. Organization development (OD) is about planned change. As change has turned into the only constant, many managers and other people are pursuing change strategies with vigor. OD is a major strategy for leading and managing change at the individual, group, intergroup, organizational, interorganizational, and large systems levels. This book is about what it takes to be an effective change manager, change leader, and OD consultant | MODELS FOR CHANGE 51 The consultant uses several strategies to increase the likelihood of success in this phase One strategy is centered in the people of the organization The consultant with the participants secures pledges from top managers and other stakeholders to continue the change effort after the consultant leaves. A second strategy is centered in the structure of the organization Top managers charge specific people with an explicit mandate to ensure continuation of the change effort. Some people are delegated responsibilities associated with maintaining the effort and they are thereafter held accountable for its success. A third strategy is to redesign methods of measuring results and allocating rewards. Those who achieve results consistent with the direction of the change effort are rewarded. A fourth strategy is to reexamine the organization for slippage and take appropriate action to rectify the situation. Slippage is common and should be watched for carefully both during and after the change effort. Of course all four strategies may be used together. Also note that the best strategies for adoption will be those that the people in the organization come up with on their own. Separation The eighth phase of an intervention separation is associated with the departure of the consultant from the setting. Just prior to this step the consultant recognizes that separation is desirable. After all there is a point at which continued assistance in facilitating change can actually be counterproductive because it leads to client dependence. During separation the consultant provides feedback to the client on the change process by summarizing progress to date. Responsibility for continuing progress is transferred to the client often most effectively through a going-away ritual such as a meeting or luncheon. Emotional issues for both consultant and client may well be attended to. Sometimes it takes the form of having a celebration. Finally the consultant clarifies both .