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THE KNOWLEDGE AND SKILL NECESSARY FOR COMPETENCE IN O.D. |
Defining the knowledge and skill necessary for competence in OD is an essential step for building the field of O.D. into a profession. In the last twenty years, a committee from The O.D. Institute, headed by Roland Sullivan, RODC, has involved over 2,500 people from around the world in this task. You can offer your feedback to our comprehensive skill list at the following World Wide Web address: www.tmn.com/~roland/index.htm. A more comprehensive treatment of the list can be found in the now "best seller" entitled: "Practicing Organization Development: A Guide for Consultants". It is available from Jossey-Bass/Pfeiffer. Call 1-800-274-4434 or order on-line at www.bizoutreach.com.
Roland and his team have chosen not to call this list competencies because of the confusion that exists around the many definitions and uses of the word. Also we have had much dialogue around technical skills and the softer more human aspect of our profession. In conclusion, we have decided to name the general skills "habits of the heart". Fully being aware that there is not a clear-cut distinction between the hard and the soft side of our work.
Summary feedback on the extensive list has indicated a need for an essential shorter skill and habit of the heart list. What follows is the result of recent input.
O.D. Technical Skills
I.Entry
A. Marketing
1. Be aware of systems wanting
to change/ be known to those needing
you
2. Match skills with potential
client profile
3. Convey qualifications
B.Initial Contact
1. Quickly grasp the nature
of the organization/system
2. Determine appropriate decision
maker/process
3. Build trusting relationship
4. Contract psychologically
for collaboration
5. Help client reflect on
motivation
6. Clarify outcomes
7. Elevate realistic expectations
8. Conduct mini-assessment
9. Present theoretical foundations
of change
10. Boundary system to be changed
11. Articulate an initial change
process to use
12. Explicate ethical boundaries
13. Confirm commitment of resources
II. Start Up
A. Identify critical success factors
B. Further clarify real issues
C. Dramatize natural tensions & discrepancies
D. Be aware how one's biases influences interaction
E. Link into organization culture/processes/structure
F. Identify formal and informal power
G. Clarify roles
H. Seek out deal effectively with resistance
I. Help client trust the process – manage emotionally
charged feelings
J. Design and write the change process
K. Begin to lay out evaluation model
Ill. Assessment & Feedback
A. Assessment
1. Determine data collection
process
2. Determine types/amount
of data sought
3. Utilize appropriate mix
of method/technology to ensure:
a.
Efficiency (speed), objectivity, comparability, validity
4. Clarify boundaries for
confidentiality
5. Select a process that will:
a.
Facilitate openness
b.
Result in common database
c.
Represent the total system
6. Gather data:
a.
Bring out existing dissatisfaction
b.
Identify future states
c.
Identify first steps of transition
d.
Reduce fear of being open
e.
Watch for new and deeper issues
f.
Suspend judgment
g.
Know when you have enough data
h.
Suppress hurtful comments
B. Focused Feedback
1. When appropriate, use statistical
models
2. Recognize what is relevant
or chaff
3. Prepare leadership for
the truth
4. Involve participants so
they begin to own what is
5. Synthesize into themes
and factors
6. Create non-threatening
atmosphere
7. Establish a nor retaliation
guideline
8. Know how data from different
parts of the system impact each
other
9. Recognize and facilitate
complex emotional patterns
IV. Action/Intervention Planning
A. Distill recommendations from the data
B. Focus action that generates highest impact at lowest
cost
C. Consider creative alternatives
D. Facilitate a participative decision making process
E. Mentally rehearse adverse consequences and potential
gains
F. Obtain direction & commitment from leadership
G. Co-create implementation plan that is:
1. Rooted in the data
2. Concrete, simple and clear
3. Logically sequenced
4. Results oriented
5. Measurable and rewarded
V. Intervention
A. Reduce dependency upon consultant
B. Instill responsibility for follow through
C. Intervene at the right depth
D. Pay attention to the timing of activities
E. Facilitate concurrent interventions
F. Help manage impact to related systems
G. Be ready to re-design intervention or mindfully
respond to new
dynamics
H. Convey that all will not be transformed to same
degree
VI. Evaluation
A. Integrate research with theory and practice
B. Initiate on-going feedback in client-consultant
relationship
C. Choose method i.e. interviews, instruments, financial
sheets, etc.
D. Determine level i.e. reaction, learning, behavioral
change,
organizational impact, societal
impact
E. Be sure method is valid, reliable and practical
F. Establish method to monitor change during and after
intervention
G. Use information to reinforce positive change and
correct negative
change and take next steps
H. Link evaluation with expected outcomes
VII. Adoption
A. Continue to transfer change skills to internal
consultant so
learning is continuous
B. Maintain/increase change momentum
C. Link change process to daily life of system
D. Mobilize additional internal resources for self-learning
E. Determine the domain that now is ready for special
change focus
F. Pay attention to slippage
G. Move more away from project-driven change to strategy
driven change
H. Be sure customers and stakeholders are happy
I. Plan renewal/reunion events
VIII. Separation
A. Recognize when separation is desirable
B. Process any left over relationship issues between
consultant team
and client.
C. Ensure that learning will continue.
D. Leave client satisfied and happy
E. Plan for post-consultation contact
F. Share learning
HABITS OF THE HEART
I. Self-Awareness
A. Clarify personal values and boundaries
B. Increase capacity to perform effectively in an
atmosphere of
ambiguity
C. Be aware of the influences of cultural dynamics
on interactions with
others
D. Increase personal capacity to perform effectively
in the midst of
chaos.
E. Know and manage personal biases
F. Develop mutually trusting relationships with others
G. Stay focused on the purpose of the consultancy
H. Learn to recognize and manage personal defensiveness
I. Solicit feedback from others about your work and
your impact on them
J. Recognize when personal feelings have been aroused
K. Remain physically and mentally healthy while under
stress
L. Resolve ethical issues with integrity
M. Avoid getting personal needs met at the expense
of the client (i.e.
financial, emotional, sexual).
N. Energize others
II. Other Core Habits of the Heart
A. Continuously assess the real issues as they surface
B. Collaborate with internal/external OD professionals
C. Balance the needs of multiple relationships
D. Work within the limits of your capabilities
E. Communicate implications of systems theory
F. Listen to others
G. Pay attention to the spontaneous and informal
H. Consistently maintain confidentiality
I. Continuously improve your interpersonal skills
J. Use the latest technology effectively
K. Interpret cross-cultural influences in a helpful
manner
L. Utilize a solid conceptual framework based on research
M. Use humor creatively and effectively
N. Handle diversity and diverse situations skillfully
O. Communicate directions clearly to large groups
P. Facilitate small group (up to 70) interventions
Q. Facilitate large group (70-2,000) interventions
COMMITTEE TO DEFINE THE KNOWLEDGE AND SKILL FOR COMPETENCE IN ORGANIZATION
DEVELOPMENT
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