Organization Development and Change Learning Unit Four: Entering and Contracting

Learning Objectives for LU Four To describe the steps associated with starting a planned change process To reinforce the definition of an OD practitioner as anyone who is helping a system to make planned change

General Model of Planned Change Planning and Implementing Change Evaluating and Institutionalizing Change Entering and Contracting Diagnosing

Entry and contracting Entry and contracting is the first and beginning phase of the OD process, which sets the stage for the following diagnosis, intervention, evaluation and termination phases.

STAGES IN THE OD PRGRAMME ENTRY CONTRACTING DIAGNOSIS FEEDBACK PLANNING CHANGE INTERVENTION EVALUATION

The entry and contracting based on assumptions There is a direct relationship between how well the OD practitioner completes the tasks of this phase of the OD process and the effectiveness of the overall consultation. This phase is the keystone to a successful and rewarding engagement. Clients, on some level, know what they need and how to go about getting it. The practitioner’s job is to help them to discover that, and to liberate and transform energy in order to support the wisdom that resides with the client.

The entry and contracting based on assumptions (contd) Energy is a critical element in creating the fuel needed for change. Think of it as the oxygen that combines with the heat and combustible materials to produce the fire. Concretely, energy can be seen as awareness, development, conflict, deflecting, holding back, taking initiative, accountability, and simplified decision making. The process of entry and contracting is the same for internal practitioners and external practitioners. What vary are specific strategies and tactical tasks based on the situation.

The Entering Process Clarifying the Organizational Issue Presenting Problem Symptoms Determining the Relevant Client Working power and authority Multiple clients -- multiple contracts Selecting a Consultant – Expertise and experience

Elements of an Effective Proposal Content Description Goals of Proposed Effort Descriptive, clear, and concise goals to be achieved Recommended Action Plan Description of 1) diagnosis, 2) data analysis process, 3) feedback process, and 4) action-planning process Specification of Responsibilities What will various leaders, including the OD practitioner, be held accountable for? Strategy for Achieving the Desired State Provide change strategies, including education/training, political influence, structural interventions, and confrontation of resistance. Fees, terms, and conditions Outline fees and expenses associated with the project

Elements of an Effective Contract Mutual expectations are clear Outcomes and deliverables Publishing cases and results Involvement of stakeholders Time and Resources Access to client, managers, members Access to information Ground Rules Confidentiality

Interpersonal Issues of Entry Client Issues Exposed and Vulnerable Inadequate Fear of losing control OD Practitioner Issues Empathy Worthiness and Competency Dependency Over identification

The outcomes of the entry and contracting Solid working relationship between the client and the OD practitioner, Joint decision about whether to go forward with the consultation, Written contract for the consultation, Foundation for the remaining phases of the OD process.

Wrapping up Entering and contracting are the initial activities of the OD process. They set the parameters for the phases of planned change: Diagnosing Planning and implementing change Evaluating

Wrapping up Entry involves clarifying the organizational issue or presenting problem, determining the relevant client and selecting an OD practitioner. Developing and OD contract focuses on making good decision about whether to proceed and allows both client and practitioner to clarify expectations.