By Clare Huffington
A pragmatic consultant to the necessities of organisational switch with no fending off the tricky factor of guiding humans during the means of transition.
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Extra info for A Manual of Organizational Development: Psychology of Change
I d e n t i f y i n g specific interventions, including who w i l l do w h a t , and h o w i t m i g h t be evaluated Data-gathering Measuring organi zational indices and variables Diagnosis I n t e r p r e t i n g the data, feeding i t back to the client, a n d developing a j o i n t understanding C a r r y i n g o u t the planned implemen tations Evaluation Assessing the success of the inter ventions and the need for further action or w i t h drawal Withdrawal If no further action b y the change agent is required, manag i n g the t e r m i n a t i o n of the O D w o r k , w h i l e at the same time leaving the system w i t h an enhanced capacity to manage change b y itself, i n the future THE C O N S U L T A N C Y PROCESS M o s t O D w o r k i n v o l v e s the u s e of s o m e k i n d of c h a n g e a g e n t , i n t e r n a l o r e x t e r n a l , to t h e o r g a n i z a t i o n a n d " l e g i t i m i z e d ' o r 7 o t h e r w i s e .
D i f f e r e n t l e v e l s of c a p a b i l i t y a n d c a p a c i t y h a v e b e e n i d e n t i f i e d i n o r g a n i z a t i o n s ( H a r r i s o n & R o b e r t s o n , 1985). 3). 3 Miles' model of managerial levels Self-renewal Anticipation/Planning/Prevention Repair Inputs Routine behaviour Outputs [in Harrison & Robertson, 1985] T h e reference to " s e l f " i s critical. A s illustrated b e l o w , it i s t h e self-directed, insightful form of organizational learning w h i c h i s m o s t h i g h l y c o r r e l a t e d w i t h t h e effective, h e a l t h y , l e a r n i n g , a n d developing organization.
These views o r c u l t u r e of t h e are expressed organization, w h i c h i n t u r n organizes various roles a n d relationships. Those l i s t e n i n g to t h e i n t e r n a l c o n s u l t a n t w i l l ask them selves, " W h o s e side is this p e r s o n o n ? " " A r e h i s / h e r v i e w s acceptable to m y manager and the higher levels of the o r g a n i z a t i o n ? " " W h a t w i l l h a p p e n to m e if I g o a l o n g w i t h t h e c o n s u l t a n t — a n d w h a t if I d o n ' t ?