1. Organizational Development
Client – Consultant Relationship
Group Members:
Arun
Yaswanth
Vinod
Venkat
Abhay

2. OD consultant’s Entry
 Usually starts of with a phone call
 Followed by personal meeting with the client
 Details about the situation(s) discussed
 OD consultant addresses the client
 Consultant’s understanding of the situation
 OD Plan is framed and evaluated

3. Defining The Client system
 “To intervene is to enter into an ongoing system of
relationships, to come between or among persons,
groups or objects for the purpose of helping them”
- Argyris
 Interactions, Interrelationships and interfaces

4. The Trust
 Mutual trust – a key ingredient for success of OD
activities
 Each interaction between Client & Consultant builds
trust
 Confidentiality Trust

5. Consultant’s Expertise
 OD Consultant
 An expert in strategic planning content
 A Facilitator
 Facilitator role preferred:
 Use of Client’s Internal resources
 Internal skill development
 Collaborative & Developmental approach

6. Depth of Intervention
Roger Harrison’s terms
 Concept of accessibility
 Concept of individuality
2 criteria for determining the appropriate depth of intervention
 To intervene at a level no deeper than that required to produce
enduring solutions to the problems at hand
 To intervene at a level no deeper than that at which the energy
and resources of the client can be committed to problem solving
anf to change

7. Continued..
 How well are we performing as a total organization ?
 How well are we doing as a large unit?
 How well are we doing as a team?
 How well are you and I working together?
 How well are you doing?
 How well am I doing?

8. Appropriate Interventions
 “What is going well in our weekly department head
meetings”
 “What is preventing the meetings from being as
effective as we’d like”
 “Start where the system is” – Herbert Shepard

9. The consultant as a model
 The consultant’s words and apparent feelings
need to be congruent

10. The consultant team as a microcosm
 Consultant team must set an example of an effective
unit
 Practitioners need the effectiveness that comes from
continuous growth and renewal processes
 Quality of interrelationships within the consulting
teams carries over directly into the quality of their
diagnosis, interventions designs and interventions

11. Feedback loops
 Collecting feedback – Very vital
 Helps in altering / improving the OD activities
 Collecting feedback – improves the rapport between
the consultant & client

12. The Dependency Issue & Terminating The
Relationship
 Enhancing - Internalize skills – Expert Vs Facilitator
 Consultant Intervention – Client “free, informed
choice”
 Consultant’s dilemma – increase resourcefulness Vs
remain involved, needed & competent
 Consultant’s judgment – declining OD efforts

13. Continued..
 Helping people rest grudges & unwanted issues
 Internal power struggles
 Political power maneuvering
 Longtime OD – solves problem – rarely used
 Temporary neglect ions - right spirit – informal
approaches.
 Termination – a good choice

14. Ethical Standards In OD
 Misrepresentation of the consultants’ s skill
 Professional/Technical Ineptness
 Misuse of data
 Collusion
 Coercion
 Promising unrealistic outcomes
 Deception & conflict of values

15. Implications Of OD For The Client
 To enlarge the database for making management
decisions
 To expand the influence processes
 To capitalize on the strengths of the informal system
 To become more responsive

16. Continued..
 To legitimize conflict as an area of collaborative
management
 To examine its own leadership style and ways of
managing
 To legitimize and encourage the collaborative
management of team, inter team, and organization
cultures

17. Thank You..