1. What are the elements in a system’s view of the change relationship? Explain.
Practitioner (Internal and/or External), Client sponsor, and Client Target system (includes OD program goals).
These elements form the Practitioner-Client relationship. The Practitioner initiates the change program, the Client sponsor is the person or group within the client organization who has requested the practitioners help and interfaces with the practitioner, and the client target system is the organizational unit(s) that are to be changed.
2. What are the pros and cons of external and internal practitioners? Why is the team approach a viable alternative?
Pro-see’s things from a different viewpoint and from a position of objectivity -have increased leverage (degree of influence and status within the client system. -less in awe of the organizations power structure.
-do not depend upon the organization for future raises, approval, or promotions. Con-as an outsider, the Practitioner is not familiar with the organization system and may not have sufficient knowledge of its technology -not familiar with the culture, communication networks, and formal/informal power systems
Pro-familiar with the organization’s culture and norms, allowing them not to waste time becoming familiar with the system and winning acceptance -know the power structure, people, how to apply leverage, and are known by the employees Con-lack of specialized skills needed for the OD
-lack of objectivity
-other employees may not know/understand the practitioner’s role -influenced by previous work and relationships in the organization -may not have the necessary power and authority
Team Approach is a viable option for OD because both the External and Internal Practitioners, as partners, bring complementary resources to the table (both bringing their strengths).
3. How can the relationship of mutual trust between the client and the practitioner be facilitated? Through the use of the External-Internal Practitioner Team’s ability to provide an integration of abilities, skills, and resources. It also serves as a model that members can observe and see in operation for the rest of the organization. Why is it necessary? It makes it possible to divide the change programs’ workload and share in the diagnosis, planning, and strategy, it is less likely to accept watered-down or compromised change programs, and allows greater continuity over the entire OD program.
4. Compare and contrast the five basic practitioner styles.
Stabilizer-low goal accomplishment, low emphasis on relationships Cheerleader-low goal accomplishment, high emphasis on relationships Analyzer-high goal accomplishment, low emphasis on relationships Persuader-medium goal accomplishment, medium emphasis on relationships Pathfinder-high goal accomplishment, hight emphasis on relationships
5. Of the four practitioner-client relationship modes (apathetic, gamesmanship, charismatic, and consensus), which do you think is preferred for an effective OD program? Consensus mode Support your position. Although I don’t believe in leadership by consent, I do believe that change needs to have the by-in of all. The Consensus mode allows all to share their viewpoints, and then decisions for change are made and resolved through those viewpoints.
6. Describe an ideal OD practitioner-client relationship. One built upon openness and trust along with an open give-and-take relationship. Contrast this with the worst possible-case scenario. The client system managers may not be open, may not behave authentically, and may even feel threatened by an exploration of feelings or confrontation by the practitioner.
7. Why is it necessary to establish a contractual agreement between the external practitioner and the client organization? It ensures that both...