Eine interesssante Google Untersuchung: " experience of OD practitioner ". Den Atrikel von Reson & McArdle soll noch einmal gelesen werden und insbes sollen buecher der Bibliogr untersucht werden.
Googling "experienced OD practitioner" ergibt:
http://managementhelp.org/org_chng/od-field/OD_defn.htm
Simply put, an Organization Development practitioner is to an organization as a physician is to a human body. The practitioner "diagnoses" (or discovers) the most important priorities to address in the organization, suggests a change-management plan, and then guides the organization through the necessary change. There are different definitions and views on how the change should occur.
An Old Standard Definition of OD
The nature and needs of organizations are changing dramatically. Correspondingly, the profession of organization development (OD) has been changing to meet the changing needs of organizations. Therefore, it may be most useful to consider several definitions of organization development. Here's a standard definition. The next section gives some contrasting definitions.
For many years, the following definition was perhaps the standard definition for OD. The following definition was developed in 1969 at a time when an organization was considered to be much like a stable machine comprised of interlocking parts.
“Organization Development is an effort planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization's 'processes,' using behavioral-science knowledge.”
-- Beckhard, “Organization development: Strategies and Models”, Reading, MA: Addison-Wesley, 1969, p. 9.
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New Definitions of OD
Today's organizations operate in a rapidly changing environment. Consequently, one of the most important assets for an organization is the ability to manage change -- and for people to remain healthy and authentic. Consider the following definition of OD:
“Organization Development is the attempt to influence the members of an organization to expand their candidness with each other about their views of the organization and their experience in it, and to take greater responsibility for their own actions as organization members. The assumption behind OD is that when people pursue both of these objectives simultaneously, they are likely to discover new ways of working together that they experience as more effective for achieving their own and their shared (organizational) goals. And that when this does not happen, such activity helps them to understand why and to make meaningful choices about what to do in light of this understanding.”
-- Neilsen, “Becoming an OD Practitioner”, Englewood Cliffs, CA: Prentice-Hall, 1984, pp. 2-3.
Experts might agree that the following definitions of OD represent the major focus and thrust of many of today's OD practitioners.
"Organization development is a system-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organization's effectiveness."
-- Cummings and Worley, "Organization Development and Change", Sixth Edition, South-Western Publishing, 1997, p.2.
"Organization Development is a body of knowledge and practice that enhances organizational performance and individual development, viewing the organization as a complex system of systems that exist within a larger system, each of which has its own attributes and degrees of alignment. OD interventions in these systems are inclusive methodologies and approaches to strategic planning, organization design, leadership development, change management, performance management, coaching, diversity, and work/life balance."
-- Matt Minahan, MM & Associates, Silver Spring, Maryland
Here are some other perspectives on the definition of OD.
Definition of Organization Development
Organization Development -- the Management of Change
Definition of OD
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OD Practitioners: "Organizational Physicians"?
The system of organizations is very similar, if not the same as, the system of human beings -- after all, organizations are made up of humans! Therefore, when trying to understand the field of organization development, it might be useful to compare aspects of the field of organization development to aspects of the field of medicine.
For example, the study of the theories and structures of organizations (often in courses called "organizational theory") is similar to the study of anatomy and physiology of human systems. Similarly, the study of organizational behavior is similar to the study of psychology and sociology in human systems. Finally, the study and field of organization development compares to the study and field of medicine regarding human systems.
That is, in OD, practitioners might work in a manner similar to "organizational physicians" intending to improve the effectiveness of people and organizations by:
1) Establishing relationships with key personnel in the organization (often called "entering" and "contracting" with the organization);
2) Researching and evaluating systems in the organization to understand dysfunctions and/or goals of the systems in the organization ("diagnosing" the systems in the organization);
3) Identifying approaches (or "interventions") to improve effectiveness of the organization and its people;
4) Applying approaches to improve effectiveness (methods of "planned change" in the organization),
5) Evaluating the ongoing effectiveness of the approaches and their results.
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From "Linear" to "Holistic" OD?
Note that the above-mentioned, "linear" approach to organization development is coming under fire. Not all organization development practitioners appreciate terms such as "diagnosing" an organization, "interventions" to improve effectiveness, etc.
For a new perspective on OD, read Holistic OD: Paradigm for the Future.
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"OD 101" Presentation
This PowerPoint file can be used in a 2-hour presentation to provide a brief overview of the profession of OD, its history, typical consulting approach, various types of interventions and an overview of organizational change. Additional resources are suggested. To see the presentation, click
here.
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Maturation of the Field
OD has a rich field of research, theory, models and practice, with roots in community and management development. The Organization Development Institute provides an historical view of organization development.
The topic of organizational change has received a great deal of attention over the past several decades, as organizations face new and complex challenges like never before. Correspondingly, the field of Organization Development is receiving a great deal of attention now, too. As the field has grown, so has the diversity of perspectives on the field. The question "What is OD?" is now quite common in discussions among those interested in the field.
OD does not have a standard code of ethics or universal accrediting body. Thus, many assert that OD is a field, rather than a profession. The OD Institute admirably does suggest levels of certification for OD practitioners, (see the next section, Suggested Competencies for OD Practitioners), but these do not appear to have become standard for practitioners who consider themselves to be OD professionals. The OD Institute has also suggested an International Organization Development Code of Ethics. The Organization Development Network is a large organization that also focuses on developing the field and serving its members, many of whom are OD practitioners.
Many people assert that OD is a field that works from a systems perspective and according to humanistic values to help people change. Other people respond that other fields or professions, such as trainers and community organizers, also work from a systems perspective and according to humanistic values and, thus, that description is not unique to OD. They assert that OD must proclaim a scope for their field and suggest that a more apt description of OD is that it is a field that works from a systems perspective and according to humanistic values to enhance the performance of organizations.
Another area of diversity about perspectives on Organization Development is in regard to how people view organizations. Some focus on the structures, operations, positions, procedures, etc., while others focus on the human relations and interactions. Still others focus on the politics and power, while others focus on the cultures and values of the organization. The following article gives more information about these perspectives: Understand the Preferred Lens Through Which You View Organizations
Concurrently, there seems to be strong focus on "soft" skills in OD, for example, coaching, leadership development, facilitation, conflict management, process consulting, etc. However, many would assert that the "hard" skills, such as Balanced Scorecard, quality management initiatives (TQM, Six Sigma, etc.), strategic analysis, etc., should also be a focus in OD. The following article gives more information about these perspectives: What Type of OD Practitioner Are You?
Concurrent to these diverse views, there seems to be strong agreement that the phrase "organizational change and development" describes the core purpose and practice of what OD practitioners do -- so much that the phrase "organizational development" is often used interchangeably to refer to the field itself.
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Suggested Competencies for OD Practitioners
Comprehensive Lists of Competencies
There are a wide range of knowledge, skills and abilities that one might consider when learning about OD. The following links are to guidelines and suggestions from a variety of OD experts.
Knowledge and Skills Necessary for Competence in OD
Learn Business Skills, Too
Efforts at organizational change can fail, not only because of people's beliefs and feelings and perceptions (which seems to be the primary focus of many OD training programs today), but also because of business goals and structures and operations. In this case, it might even be damaging to focus only on OD models that get peoples' buy-in to the change, help people overcome resistance to the change, etc., but don't really consider the "business" side of things. Therefore, it would be wise for the OD practitioners to get at least some basic understanding of certain business topics. The following links are to online programs to start and development organizations, and include focus on the business aspects, as well.
Free, Micro-eMBA
Free, Nonprofit-eMBA
Core Purpose and Practice of OD Practitioners: Organizational Change and Development
The Library topic of "Organizational Change and Development" includes an extensive array of well-organized information about successfully guiding significant change in organizations. The following link also includes a great deal more information for OD practitioners, including about the broad context for organizational change, professionalism for practitioners, various overviews of change management, example of a planned and systemic change process, many types of activities ("interventions") during organizational change, and many general resources for those working to guide change.
Related Library Topics
Recommended Books
Managing Organizational Change
Growing Your Organization
Managing Organizational Change
Field Guide to Consulting and Organizational Development
by Carter McNamara, published by Authenticity Consulting, LLC. Provides complete, step-by-step guidelines to identify complex issues in for-profit or government organizations and successfully resolve each of them. This book is also helpful to organizations that are doing fine now, but want to evolve to the next level of performance. This is one of the truly comprehensive, yet practical, books about this complex subject! Includes online forms that can be downloaded. Many materials in this Library's topic about guiding change are adapted from this comprehensive book.
Growing Your Organization
Managing Business Change for Dummies
Managing Transitions; Making the Most of Change
Managing at the Speed of Change
Managing the Change Process: A Field Book for Change Agents, Team Leaders, and Reengineering Managers
DK Essential Managers: Managing Change :
By Elijah Chingosho "Dr Elijah Chingosho" (Nairobi, Kenya) - See all my reviews
(TOP 1000 REVIEWER) (REAL NAME)
This review is from: Managing Change (Essential Managers) (Paperback)
Managing Change is a small book packed with information and ideas about managing change. It is direct and to-the-point. It is about 70 pages long and can fit in a jacket pocket which means that if you are busy implementing change, you can quickly read it (for example while in the metro going to and from work). This is also ideal if you need to implement change management soon or you are already implementing it and you need quick guidance on the way forward. If you are a facilitator or consultant and you need to present a crash course on managing change, you will find this little book very handy.
The book is divided into four sections namely:
* Understanding Change
* Planning Change
* Implementing Change
* Consolidating Change
These areas pretty covers all the main areas one would require when involved in a change process. The book is cheap and I would buy it for everyone involved in the change process, from the top of the organisation hierarchy to the front-line staff.
The book's main advantage of its compactness is also its main limitation. Not all the information required to become an effective change agent can be accommodated in a 70 or so page book. The book is excellent for a person looking for an entry-level book on the topic of managing change. This book will give you a good base structure from which to work. However, a more advanced student of change management would need to seek other books on the subject. I would recommend this book as a quick read while travelling.
4.0 out of 5 stars Practical Techniques, September 15, 2005
By Ilaxi S. Patel "Editor, kidsfreesouls.com & A... (India) - See all my reviews
All with practical techniques, Essential Managers series has 'Managing Change' that shows you how to initiate, anticipate and respond positively to change with the change! You can be an efficient and flexible manager to prove your worth with great accessible charts and flow diagrams and gear up for action and provide useful examples. Change is the single most important element of business management today says Rober Heller, the author of this series. With the rising economy level and competitions in the aggressive market, organizations and particularly individuals, have to adopt a positive attitude to bring about a 'Change'. To remain ahead of rivals, set trends and lead change in order to survive. Technical advice is given in this book on how to achieve the best from the staff by using their strengths and involving them at all stages. It has 101 concise tips with vital information and as usually found common in all Essential managers series - a self assessment exercise allows you to evaluate and improve your 'Change Management Skills'.
The contents are:
1.Understanding Change
a)Why Change? b)Understanding the causes of change c)Recognizing Sources of change d)Categorizing types of change
2.Planning Change
a)Focusing on goals b)Identifying the demand for change c)selecting essential changes d)evaluating complexity d)planning ways to involve people e)choosing a timescale f)making an action plan g)anticipating effects h)anticipating resistance to change i) testing and checking plans
3.Implementing Change
a)Communicating Change b)Assigning Responsibility c)Developing Commitment d)Changing culture e) Limiting Resistance
4. Consolidating Change
a) Monitoring progress b)Reviewing Assumptions c)Maintaining Momentum d)Building on Change e)Assessing your Change Management Skills.
The leaders do need to Change with the Change but now even an individual need to brush up his skills and minimize negatives. All change require changes in behavior which in turn flow from and create changes in attitude. Attitudes effect from job experiences, personnel changes, successes and setbacks and I feel, involvement thoroughly to be realistic and avoid complacency as success carries a hidden risk too. It's the need of the hour to be alert and aware. This book is a gem for any Corporate Office or Managers' office bookshelf. Even individuals who dream big to be leaders should possess and gift their bosses. Great Pick.
This little booklet is full of small "sound bites" on the various aspects of change management and an ideal primer for people who want answers/ solutions "now." Has managed to capture major concepts and, through diagrams, pictures and charts, delivered them in an easy to understand and apply manner.
Finally, a reading list:
1. Good to Great CD: Why Some Companies Make the Leap...And Others Don't by Jim Collins
(774 customer reviews)
2. The Fifth Discipline Fieldbook by Peter M. Senge
3. Process Consultation Revisited: Building the Helping Relationship (Prentice Hall Organizational Development Series) by Edgar H. Schein
4. Built to Change: How to Achieve Sustained Organizational Effectiveness by Edward E. Lawler III
5. Advanced Facilitation Strategies: Tools & Techniques to Master Difficult Situations by Ingrid Bens
6. The NTL Handbook of Organization Development and Change: Principles, Practices, and Perspectives by Brenda B. Jones
7. Leading at the Edge of Chaos: How to Create the Nimble Organization by Daryl R. Conner
8. Wikinomics: How Mass Collaboration Changes Everything by Don Tapscott
9. Leaving Microsoft to Change the World: An Entrepreneur's Odyssey to Educate the World's Children by John Wood
10. Diffusion of Innovations, 5th Edition by Everett M. Rogers
11. The Art of the Long View: Planning for the Future in an Uncertain World by Peter Schwartz
12. Resonant Leadership: Renewing Yourself and Connecting with Others Through Mindfulness, Hope, and Compassion by Richard E. Boyatzis
13. Deep Change: Discovering the Leader Within (J-B US non-Franchise Leadership) by Robert E. Quinn
14. Building the Bridge As You Walk On It: A Guide for Leading Change (J-B US non-Franchise Leadership) by Robert E. Quinn
15. Changing Minds: The Art And Science of Changing Our Own And Other People's Minds (Leadership for the Common Good) by Howard Gardner
16.The Power of Appreciative Inquiry: A Practical Guide to Positive Change by Diana Whitney
17. The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations by Peter M. Senge
18. The Change Handbook: The Definitive Resource on Today's Best Methods for Engaging Whole Systems by Peggy Holman
19. Force For Change: How Leadership Differs from Management by John P. Kotter
20. Making Sense of Change Management: A Complete Guide to the Models, Tools & Techniques of Organizational Change by Esther Cameron
21. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (The Jossey-Bass Business & Management Series) by Kim S. Cameron
22. The Appreciative Inquiry Summit: A Practitioner's Guide for Leading Large-Group Change by James D. Ludema
23. Leadership Agility: Five Levels of Mastery for Anticipating and Initiating Change (J-B US non-Franchise Leadership) by William B. Joiner
