1. Role and Style of the OD Practitioner
Chapter 4
Role and Style
of the OD Practitioner
An Experiential Approach to Organization Development 8th edition
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2. Learning Objectives Define role of OD practitioner.
As a potential OD practitioner, identify:
Your strengths and
Areas of improvement.
Experience and practice:
Your style of intervention and
Influence in a group.
An Experiential Approach to Organization Development 8th edition
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3. Figure 4.1 Stage 2 of OD’s 5 Stages
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4. Haphazard Versus Planned Change
Change programs do not happen accidentally.
Initiated with purpose and require leadership.
OD practitioner deals proactively with changing forces.
An Experiential Approach to Organization Development 8th edition
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5. Two Types of Change in Organizations
Random or haphazard change.
Forced on organization by external environment.
Not prepared for.
Deliberate attempts to modify organization.
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6. External Practitioner
Not previously associated with client.
Advantages.
Different viewpoint and objectivity.
Not dependent upon the organization.
Disadvantages.
Unfamiliar with organization.
Unfamiliar with culture, communication networks, and power systems.
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7. Internal Practitioner (part 1 of 3)
Member of organization who can be:
A top executive.
Employee who initiates change in work group.
From human resources or OD department.
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8. Internal Practitioner (part 2 of 3)
Advantages.
Familiar with culture and norms.
Knows power structure.
Personal interest in organization.
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9. Internal Practitioner (part 3 of 3)
Disadvantages.
May lack specialized skills.
Lack of objectivity.
Likely to accept organizational system.
May lack necessary power and authority.
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10. External-Internal Practitioner Team (part 1 of 3)
Team combines external practitioner working with internal practitioner.
Probably most effective approach.
Partners bring complementary resources.
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11. External-Internal Practitioner Team (part 2 of 3)
External practitioner brings:
Expertise, objectivity, and new insights.
Internal practitioner brings:
Knowledge of issues and norms, and
Awareness of strengths and weaknesses.
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12. External-Internal Practitioner Team (part 3 of 3)
Provides support to one another.
Achieves greater continuity over OD program.
Team combines advantages of both while minimizing disadvantages.
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13. OD Practitioner Styles
Practitioners have variety of styles.
View styles as degree of emphasis placed upon 2 dimensions:
Effectiveness - degree of emphasis upon goal accomplishment.
Morale - degree of emphasis upon relationships and satisfaction.
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14. Five Practitioner Styles (part 1 of 6)
Stabilizer style.
Cheerleader style.
Analyzer style.
Persuader style.
Pathfinder style.
An Experiential Approach to Organization Development 8th edition
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15. Figure 4.2 Practitioner Styles
An Experiential Approach to Organization Development 8th edition
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16. Five Practitioner Styles (part 2 of 6)
Stabilizer Style.
Maintains low profile.
Tries to survive by following directives.
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17. Five Practitioner Styles (part 3 of 6)
Cheerleader Style.
Places emphasis on member satisfaction.
Does not emphasize organization effectiveness.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

18. Five Practitioner Styles (part 4 of 6)
Analyzer Style.
Places emphasis on efficiency.
Little attention to satisfaction of members.
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19. Five Practitioner Styles (part 5 of 6)
Persuader Style.
Seeks compromise between cheerleader and analyzer styles.
Achieves average performance.
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20. Five Practitioner Styles (part 6 of 6)
Pathfinder Style.
Seeks high organization efficiency and high member satisfaction.
Desired style for OD practitioner.
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21. Pathfinder Practitioner Focuses on Six Processes:
Communication.
Member roles in groups.
Group problem-solving.
Group norms and growth.
Leadership and authority.
Intergroup cooperation.
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22. Readiness of Organization for OD
Key personnel first decide if change needed.
Learning goals of OD appropriate?
Cultural state of client ready for OD?
Key people involved?
Members prepared and oriented to OD?
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23. The Intervention Intervention is:
Coming between members of organization.
For purpose of change.
Interventions are planned activities.
External practitioner usually intervenes through top manager.
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24. Who Is Client?
Who client is becomes complex as practitioner intervenes.
Client may be:
Organization.
Certain divisions.
An individual.
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25. Practitioner Role in Intervention
Operates on belief that team is basic building block.
Concerned with how processes occur.
Does not take control.
Believes that assisting client leads to lasting solution.
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26. Table 4.1 OD Practitioner Skills and Activities
An Experiential Approach to Organization Development 8th edition
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27. Six Key Skill Areas Critical to Success of Practitioner
Leadership.
Project management.
Communication.
Problem-solving.
Interpersonal.
Personal.
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28. Figure 4.3 Practitioner Skills Profile
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29. Forming Practitioner-Client Relationship
A system of interacting elements.
Consists of:
Practitioner.
Client contact.
Client target system.
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30. Figure 4.4 System’s View of Change Relationship
An Experiential Approach to Organization Development 8th edition
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31. Initial Perceptions Initial intervention is:
An evaluation by client and practitioner of each other.
First impressions important.
Relationship based on mutual trust and openness.
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32. What Perception Is The process that individuals use to:
Give meaning to environment.
Interpret and organize sensory impressions.
What one perceives can be different from reality.
People behave on basis of:
What is perceived versus what really is.
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33. Figure 4.6 Perception Formation and Effect on Relationships
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34. Selective Perception Selectivity of information that is perceived.
People tend to ignore information that conflicts with their values.
Accepts other information that agrees with their values.
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35. Closure
Individual fills in missing information in order to complete perception.
Individual perceives more in situation than is really there.
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36. Dilemma Interactions Questions about client’s definition of problem.
Client’s awareness of need for change.
Client’s unrealistic expectations.
Client’s misuse of power.
Value differences with client and practitioner.
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37. Practitioner Style Model
Practitioner brings knowledge, skills, values, and experience.
Client system has own subculture and readiness for change.
Together determine practitioner’s style and approaches.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

38. Figure 4.7 Practitioner Style Model
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39. Developing Trust Relationship
Openness and trust between practitioner and client essential.
Basic responses to build trust:
Questions.
Advising.
Reflection.
Interpretation.
Self-disclosure.
Silence.
An Experiential Approach to Organization Development 8th edition
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40. Creating Climate for Change
Practitioner “practice what he or she preaches.”
Create climate of:
Openness.
Authenticity.
Trust.
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41. Practitioner-Client Relationship Modes (part 1 of 5)
Apathetic.
Gamesmanship.
Charismatic.
Consensus.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

42. Figure 4.8 Four Practitioner-Client Relationship Modes
An Experiential Approach to Organization Development 8th edition
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43. Practitioner-Client Relationship Modes (part 2 of 5)
Apathetic Mode.
Keeps quiet about true ideas with practitioner.
Skeptical about change.
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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

44. Practitioner-Client Relationship Modes (part 3 of 5)
Gamesmanship Mode.
Keeps quiet about true ideas with practitioner.
Manipulates strategic factors.
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45. Practitioner-Client Relationship Modes (part 4 of 5)
Charismatic Mode.
View of changes taken from leaders’ cues.
Members view change as desirable if leaders approve.
Limited number of members share their own ideas.
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46. Practitioner-Client Relationship Modes (part 5 of 5)
Consensus Mode:
Both client and practitioner share perceptions.
Differences are worked through.
OD practitioner attempts to operate from this mode.
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47. Formalization of Operating Ground Rules
Formalization of obligations in contract advisable for external practitioner.
Internal practitioner.
Does not need contract.
Ground rules should be formalized.
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48. Contract with External Practitioner Specifies Items
Point of contact.
Role of practitioner.
Fees.
Schedule.
Anticipated results.
Operating ground rules.
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49. Warning Signs in Practitioner-Client Relationship
Level of commitment to change of client.
Degree of power to influence change.
Client’s manipulative use of practitioner power.
An Experiential Approach to Organization Development 8th edition
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50. OD Application Bain & Co.
Bain & Co. is major worldwide consulting firm.
Works collaboratively with clients to assist them in:
Making decisions in areas including strategy, organization, and operations.
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51. Known as creator of “relationship consulting.”
Works directly with chief executive.
Focuses on total system.
Collaborate with client to:
Study, define, and assist in implementation of solution.
Does not make decisions.
Serve as catalyst to help in the process.
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52. Key Words and Concepts Analyzer style. Apathetic mode.
High on effectiveness.
Low on morale.
Apathetic mode.
Follows established routine.
Avoids responsibility.
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53. Charismatic mode. Cheerleader style. Client sponsor.
Relies on leaders to determine if change desirable.
Cheerleader style.
High on morale.
Low on effectiveness.
Client sponsor.
Person or group in organization that requested practitioner’s help.
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54. Client target system. Closure. Consensus mode.
Organization needing help in change.
Closure.
Tendency to fill in missing information to complete perception.
Consensus mode.
Decisions made through sharing viewpoints.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

55. External-internal team.
Dilemma interactions.
Result from questions from practitioner.
Regarding client’s problem definition and value differences.
External-internal team.
Change agents from outside and inside organization.
External practitioner.
Change agent from outside organization.
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56. Internal practitioner. Interpretation.
Gamesmanship mode.
Sees life as if playing a game.
Goal is to win.
Internal practitioner.
Change agent from within organization.
Interpretation.
Responses used by practitioner to explain something in terms client can understand.
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57. Intervention. Pathfinder style. Perception.
Entrance into client system.
Includes variety of roles and activities.
Pathfinder style.
High on effectiveness.
High on morale.
Perception.
Process individuals use to give meaning to environment.
Interprets sensory impressions.
An Experiential Approach to Organization Development 8th edition
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58. Persuader style. Selective perception. Stabilizer style.
Moderate emphasis on morale and effectiveness.
Selective perception.
Selectivity of information that is perceived.
Stabilizer style.
Low on effectiveness.
Low on morale.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

59. OD Skills Simulation 4.1 Practitioner Style Matrix
Purpose:
To give you information about approaches to practitioner-client relationship.
Information may help to:
Reinforce existing strengths and
Indicate areas that need improvement.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

60. Preparations for Next Chapter
Read Chapter 5.
Prepare for OD Skills Simulation 5.1.
Prior to class, form teams of six and select roles.
Complete Step 1.
Read and analyze Case: The Old Family Bank.
An Experiential Approach to Organization Development 8th edition
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61. An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall