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Essay Questions- Chapter 4 1. What are the elements in a system’s view of the change relationship? Explain. Practitioner (Internal and/or External), Client sponsor, and Client Target system (includes OD program goals). These elements form the Practitioner-Client relationship. The Practitioner initiates the change program, the Client sponsor is the person or group within the client organization who has requested the practitioners help and interfaces with the practitioner, and the client target system is the organizational unit(s) that are to be changed. 2. What are the pros and cons of external and internal practitioners?
Why is the team approach a viable alternative? External – Pro-see’s things from a different viewpoint and from a position of objectivity -have increased leverage (degree of influence and status within the client system. -less in awe of the organizations power structure. -do not depend upon the organization for future raises, approval, or promotions. Con-as an outsider, the Practitioner is not familiar with the organization system and may not have sufficient knowledge of its technology -not familiar with the culture, communication networks, and formal/informal power systems
Internal- Pro-familiar with the organization’s culture and norms, allowing them not to waste time becoming familiar with the system and winning acceptance -know the power structure, people, how to apply leverage, and are known by the employees Con-lack of specialized skills needed for the OD -lack of objectivity -other employees may not know/understand the practitioner’s role -influenced by previous work and relationships in the organization -may not have the necessary power and authority
Team Approach is a viable option for OD because both the External and Internal Practitioners, as partners, bring complementary resources to the table (both bringing their strengths). 3. How can the relationship of mutual trust between the client and the practitioner be facilitated? Through the use of the External-Internal Practitioner Team’s ability to provide an integration of abilities, skills, and resources. It also serves as a model that members can observe and see in operation for the rest of the organization. Why is it necessary?
It makes it possible to divide the change programs’ workload and share in the diagnosis, planning, and strategy, it is less likely to accept watered-down or compromised change programs, and allows greater continuity over the entire OD program. 4. Compare and contrast the five basic practitioner styles. Stabilizer-low goal accomplishment, low emphasis on relationships Cheerleader-low goal accomplishment, high emphasis on relationships Analyzer-high goal accomplishment, low emphasis on relationships Persuader-medium goal accomplishment, medium emphasis on relationships Pathfinder-high goal accomplishment, hight emphasis on relationships . Of the four practitioner-client relationship modes (apathetic, gamesmanship, charismatic, and consensus), which do you think is preferred for an effective OD program? Consensus mode Support your position. Although I don’t believe in leadership by consent, I do believe that change needs to have the by-in of all. The Consensus mode allows all to share their viewpoints, and then decisions for change are made and resolved through those viewpoints. 6. Describe an ideal OD practitioner-client relationship. One built upon openness and trust along with an open give-and-take relationship. Contrast this with the worst possible-case scenario.
The client system managers may not be open, may not behave authentically, and may even feel threatened by an exploration of feelings or confrontation by the practitioner. 7. Why is it necessary to establish a contractual agreement between the external practitioner and the client organization? It ensures that both the external practitioner and the client organization have the same goals and expections about the OD program. The contract should include the following: POC Role of the practitioner Fees Schedule Anticipated results Operating ground rules 8. Identify basic problems in the practitioner-client relationship. potential gap between the practitioner’s and client’s understandings about OD and change -the basic value system of the OD practitioner may not be compatible with the organizations culture -if there is reluctance for change on the clients part, the practitioner must decide whether or not to obligate themselves to a change project under these circumstances Simulation 4. 1 (p. 105-109) Practitioner Style Matrix 1. Complete and score the survey on pages 105-09. Copy and send in with above questions pages 105-109. 2. Discuss your style and back up styles and if they are congruent with how you function at school, work or family situations.
Per the matrix, I am: Pathfinder-the pathfinder style seeks a high degree of member satisfaction, believing that a greater effectiveness is possible when all members are involved and problem –solving is accomplished through teamwork. This style is congruent with how I typically approach issues when dealing with others. Analyzer-places great emphasis on efficiency, and gives little emphasis to member satisfaction. Not congruent with how I approach issues. Cheerleader-places emphasis on the satisfaction of the organization members and is chiefly concerned with motivation and morale.
This style is congruent with how I typically approach issues when dealing with others. Persuader-focuses on both dimensions of effectiveness and morale, yet optimizes neither. Provides a relatively low-risk strategy, avoids direct confrontation with others. Not congruent with how I approach issues. Stabilizer-the practitioner is trying to keep from rocking the boat and to maintain a low profile. This style is usually foced upon the practitioner by organizational pressure. Not congruent with how I approach issues. Simulation 4. 2 (p. 110) Conflict Styles 1.
Read the story about the young woman then rank order who you think is responsible for the tragedy. To complete the assignment have someone else read the assignment and also rank order the principles in the story. Did not have a group to work through the complete assignment. 2. Discuss why you ranked the principles they way you did. Discuss if the other person’s order was different or the same as yours. If different discuss their reasoning. My order of ranking was based upon how the story line read relative to the order of how the various character’s didn’t help her out, with the exception of the wife and the husband.
The wife created the issue, thus I rated her as the number 1 principle responsible for the tragedy, and the husband and number 6. The other 4 were rank ordered based upon where they fell into the story. 3. Discuss how you usually handle conflicts with others. I handle conflicts with others on a face-to-face basis. If there is conflict between myself and another, and time will not eliminate the situation, I have no problem with talking through the issue with the individual(s) that I differ with. There are times when it is appropriate to use the chain of command (military issues) when dealing with issues with superiors.