Organization Development and

Change

Chapter Three:
The Organization Developm
Practitioner

Thomas G. Cummings
Christopher G. Worley
 Learning Objectives
for Chapter Three
To understand the essential
character of OD practitioners
To understand the necessary
competencies required of an
effective OD practitioner
To understand the roles and
ethical conflicts that face OD
practitioners
Cummings & Worley, 9e (c) 2008 South-Western Cengage Learning 3-2
The Organization
Development Practitioner
Internal and External Consultants
Professionals from other disciplines
who apply OD practices (e.g., TQM
managers, IT/IS managers,
compensation and benefits managers)
Managers and Administrators who
apply OD from their line or staff
positions

Cummings & Worley, 9e (c) 2008 South-Western Cengage Learning 3-3

Competencies of an
OD Practitioner
Intrapersonal skills
Self-awareness

Interpersonal skills
Ability to work with others and groups
General consultation skills
Ability to manage consulting process
Organization development theory
Knowledge of change processes

Cummings & Worley, 9e (c) 2008 South-Western Cengage Learning 3-4

Role Demands on OD
Practitioners
Position
Internal vs. External
Marginality
Ability to straddle boundaries
Emotional Demands
Emotional Intelligence
Use of Knowledge and
Experience

Cummings & Worley, 9e (c) 2008 South-Western Cengage Learning 3-5

Client vs. Consultant Knowledge
Use of Consultants Plans Implementation
Knowledge and
Experience Recommends/prescribe

Proposes criteria

Feeds back data

Probes and gathers dat

Clarifies and interprets

Use of Clients
Knowledge and Listens and reflects
Experience
Refuses to become invo
Cummings & Worley, 9e (c) 2008 South-Western Cengage Learning 3-6
Professional Ethics
Ethical Guidelines
Ethical Dilemmas
Misrepresentation
Misuse of Data
Coercion
Value and Goal Conflicts
Technical Ineptness

Cummings & Worley, 9e (c) 2008 South-Western Cengage Learning 3-7

 A Model of Ethical Dilemmas
Antecedents Process
Consequences
Role
Role Episode Ethical Dilemmas
of
the
Values Chan Role conflict
Goals ge Role ambiguityMisrepresentati
Needs Agent on
AbilitiesRole of Misuse of data
Coercion
the
Client Value and goal
System conflict
Technical
ineptness 3-8
Cummings & Worley, 9e (c) 2008 South-Western Cengage Learning