Practicing Organization Development (A guide for Consultants) - Part 68. 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 | PRACTICING INTERNAL OD 641 Last it is important to consider the set of attitudes that a person must have to be an internal practitioner. The life of the internal is truly one of support. Often the internal does much work in the organization that is never recognized or acknowledged. The internal must be committed to successful outcomes and must be willing to step out of center stage if someone else in the organization is ready to champion necessary changes. The attitudes of humility generosity of spirit and a type of selflessness must exist in doing internal OD work for the organization. If an OD practitioner has a need for the limelight the role of internal practitioner might not be the best career fit over the long term. Exhibit contains ideas for how internal practitioners can thrive inside. Exhibit . Rules for Living Inside Know the business strategy and identify needs and opportunities for which you can contribute to business results. Learn to manage the paradoxes. Operate at the margins yet know the organization intimately build strong relationships but confront with the truth be congruent with the client organization but do not collude. Build and use the positive energy for change in the organization. Help clients see the possible create visions and articulate their desires for the future to draw others to support and participate in the process. Develop broad support for projects by working with multiple levels of the organization communicating educating modeling listening and facilitating. Seek to build relationships with key managers by finding ways to meet small but important needs serving as a sounding board or providing them refreshing candid perspectives. Coach clients to lead change trust in self-organization and to communicate often. Seek agreements with clients for the mutual exchange of feedback and the promotion of self-awareness and continuous learning. Develop competence and credibility by keeping agreements being accountable for results
