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Practicing Organization Development (A guide for Consultants) - Part 24

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Practicing Organization Development (A guide for Consultants) - Part 24. 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 | A FUTURE-RESPONSIVE PERSPECTIVE FOR COMPETENT PRACTICE IN OD 201 15. Commitment and skill for continuously reflecting on one s personal role as an instrument of the work and doing one s personal and professional homework as needed to be fully available for the job of catalyzing wisdom in organizations and communities. 16. Ability to quickly scan a situation and produce innovative interventions that deal with that particular set of system dynamics. 17. Skill in the use of action research to learn on-the-fly and not just reapply techniques from another era. E. Use of Technology and Virtual Interventions 18. Proficiency in using virtual online approaches or a blended online onsite approach to address business challenges of geographically dispersed organizations through such means as conference calls interactive websites and collaborative planning tools. 19. Knowledge of and ability to use practical and scalable that is for any size groups tools and systems that facilitate systemic thinking and action and efficient communication and collaboration. 20. Cutting-edge knowledge and application ability regarding computerbased information management and communication facilitation and the ability to stay current with continuously and rapidly evolving technologies and best practices in those areas. F Coaching for Whole-Systems Leadership 21. Coaching skills to work with top-level managers in reformulating their management philosophies and styles. 22. Ability to help leaders be congruent with emerging organizational forms that are self-organizing and in which most operational and change processes are self-managed at the periphery rather than at the core. 23. Skills for developing transformational leaders who are capable of championing change and transforming organizations. G. Dialogic Reflection and Action 24. Ability to use and promote reflection dialogue and exploration to understand issues differences and values dilemmas and not rush to find a single problem solution. 25. .