A Manual of Organizational Development: Psychology of Change by Clare Huffington

By Clare Huffington

A realistic advisor to the necessities of organisational swap with out fending off the tricky factor of guiding humans during the technique of transition.

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Extra info for A Manual of Organizational Development: Psychology of Change

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I n this w a y , the client concerns are seen i n a 32 M A N U A L OF O R G A N I Z A T I O N A L DEVELOPMENT broader context and the effort to address them becomes a shared enterprise more likely to be owned by the organization as a whole and thus more effective. "Thus the primary though not the exclusive function of O D consultants is to help clients learn how to help themselves more effectively. " [Burke, 1987, p. 1. 1 Roles Consulting—the a s s o c i a t e d skills Activities Results Diagnoser Obtaining facts and analysing them Data about key issues for more effective decision­ making.

T h i s is because of the need for organizations to w o r k through the constant cultural a n d structural changes they are facing. Internal consultancy m a y also be a n integral part of the w o r k of m a n y professionals w h o m a y not have the w o r d "consultant" i n their job title. g. business process management, quality, risk assessment • for an outside perspective on the organization • for a consultant who does not have a conflict of interest or loyalty, nor an axe to grind. INTERNAL CONSULTANCY IS A P P R O P R I A T E WHEN T H E R E IS A N E E D T O : • w o r k w i t h the consequences of organizational change • rely on skills accessed and built from within the organization • develop good knowledge of local issues and resources • facilitate growth of a broad base of support for change • o w n the change effort and for continuing presence through­ out implementation, especially w h e n this is anticipated to take years rather than months.

The w o r k is focused o n the consultant's s p e c i a l i z e d experience a n d k n o w l e d g e , a n d the solutions offered b y the c o n s u l t a n t are s u b s e q u e n t l y a p p l i e d to t h e s p e c i f i c s i t u a t i o n of t h e c l i e n t . T h e r e s p o n s i b i l i t y for the c r e a t i o n a n d i m p l e m e n t a t i o n of these s o l u ­ tions t h e n lies w i t h the consultant, rather t h a n w i t h the client. A n o t h e r w a y of u n d e r s t a n d i n g these differences i n c o n s u l t a n c y s t y l e s i s d e s c r i b e d b y S c h e i n (1969), a s set o u t b e l o w .

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