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Practicing Organization Development (A guide for Consultants) - Part 30

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Practicing Organization Development (A guide for Consultants) - Part 30. 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 | PRE-LAUNCH 261 the client-consultant relationship and can meet very different client system change needs and client and consultant personal needs. Harvey and Brown 2001 identified five consultant styles based on the emphasis they put on effectiveness or goal accomplishment relationships morale and participant satisfaction 1. Stabilizer Low emphasis on both effectiveness and satisfaction trying to keep from rocking the boat low profile. 2. Cheerleader High emphasis on satisfaction and morale smoothes differences and maintains harmony non-confrontive. 3. Analyzer High focus on goal accomplishment rational problem solving operates from expertise. 4. Persuader Focus on both dimensions optimizes neither low risk motivated to satisfy differing forces. 5. Pathfinder Seeks high degree of effectiveness and satisfaction collaborative problem solving challenges organization. When consultants contract their roles and relations with the client it is instructive to keep in mind what one study identified as the client s view of the ideal consultant the person listens but does not sell fits into the organization and embraces its mission and culture teaches the internal staff and helps them achieve independence provides good customer service protects confidentiality challenges assumptions is a recognized expert provides perspective and objectivity and celebrates with the internal staff Bader Stich 1983 . It is equally important to clarify the primary client s role. For example is the client a project manager a co-consultant or a decision maker The implications of these role choices are critical. The more consultants act as experts on substantive content issues the less effective they will be on managing process French Bell 1999 and the more they intrude some on a needed client role. If the client acts in a co-consultant role he or she loses some of the power and context of being the decision maker. Sponsors and key power players may want roles with different levels of involvement.