Should reach agreement up front of how data will be

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Should reach agreement up front of how data will be used
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Organizational Development and Change MGT 611 Ethical Dilemmas 3. Coercion -people are forced to participate in intervention. Consultant’s values may be imposed on client. Manipulation is present. May create a dependency
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Key skills of OD professional Problem solving Communication skills Relationship building Conflict management Facilitation skills Question asking Establishing objective, being objective at all times
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Organizational Development and Change MGT 611 Ethical Dilemmas 4. Value and goal conflict - purpose of change is not clear or when client and consultant disagree on how to approach change. May have to provide OD services but can limit the intervention to band aid 5. Technical ineptness -try to implement things they are not skilled at doing
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Organizational Development and Change MGT 611 Entering and Contracting-Chapter 3 Initial steps in the OD process Defines preliminarily the problem Establish a collaborative relationship between consultant and clients Set the parameters for carrying out intervention-who, when, where
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Organizational Development and Change MGT 611 Entering and Contracting Can vary in complexity Informal: meet to discuss issues Collect data to validate and identify additional issues Identify activities, content areas Critical to get clarity and agreement here
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Organizational Development and Change MGT 611 Entering the OD Relationship Starts typically when client contacts OD consultant Can be internal or external consultant Gather data on background of consultant and client group
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Organizational Development and Change MGT 611 Clarifying the Organizational Issue Begins with client presenting the problem-where they feel pain Symptoms: Increased absenteeism, turnover Often has a stated incorrect solution-”we need teambuilding” Presented problem is often only a symptom of problem
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Organizational Development and Change MGT 611 Identifying Organizational Issue Conflict may be result of ineffective reward systems, personality differences, poor leadership. Important to identify issues correctly Preliminary collection of data and objective analysis is key
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Organizational Development and Change MGT 611 Determining the relevant client Make sure to include the right people in contracting discussion How do you tell who is the right client? May include people from different levels, different parts of the organization Consider the scope of the potential problem, people impacted,
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Organizational Development and Change MGT 611 Considerations for Selecting an OD Practitioner Identify level of experience and expertise client is seeking References from other clients are important-history of success Person specialization and task specialization Must be perceived to be objective Must be able to be objective
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Organizational Development and Change MGT 611 Developing a Contract
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