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16 Competencies for OD

McLean, Gary Berrett-Koehler Publishers PDF

388

OVERVIEW This chapter opens with a discussion of competencies— their definition and the reason for their use. Then, the following questions are addressed: What are the competencies required by OD professionals for working successfully? Does the professional need to have all of the competencies or only a subset? What competencies will be needed in the future? Several attempts to provide OD competencies have been undertaken. A list of competencies developed for The OD

Institute has been adapted for this chapter, providing a self-check list for the individual considering entering the OD field. The instrument can also be used for colleagues to complete in a form of multirater feedback. Finally, the results of a Delphi study looking at the future competencies needed by OD professionals are presented.

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his chapter focuses on competencies needed by professionals who wish to do OD work. Competencies are “a descriptive tool that identifies the skills, knowledge, personal characteristics, and behavior needed to effectively perform a role in the organization and help the business meet its strategic objectives” (Lucia & Lepsinger, 1999, p. 5).

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3 Start-up and Systems Theory

McLean, Gary Berrett-Koehler Publishers PDF

60

OVERVIEW What are the first steps that an OD professional carries out in entering an organization or a subpart of an organization? A critical component is setting project management in place. Establishing partnerships within the organization is also critical to the ultimate success of the project. How this is done, and with whom, will be explored in this chapter. Determining when it is time to move on to the next phase will be discussed as well. The entire OD process must be set in the context of systems thinking. A brief overview of systems theory is also presented in this chapter.

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ou have been successful in connecting with a client, and you now have a contract in hand. What happens next? The Start-up phase is important in establishing an infrastructure, including project management, that will support the work being done in the organization or subpart of the organization, though in some cases parts of this stage might have been addressed in the contracting component of the Entry phase, illustrating that there is not a clear distinction between phases of the

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Contents

McLean, Gary Berrett-Koehler Publishers PDF
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5 Action Planning and Introduction to Interventions

McLean, Gary Berrett-Koehler Publishers PDF

102

OVERVIEW Based on the findings of the assessment, an action plan must be created. What goals and objectives will the organization establish, and what will the organization do as a result of the assessment and feedback? This chapter includes a form to assist practitioners in the process of doing action planning as a collaborative group, relying heavily on the use of the affinity diagram process described in the previous chapter. An overview of implementation options will be included in this chapter to suggest approaches that might be included in action plans.

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ith the assessment and feedback completed, and with the input of those receiving the feedback, the steering team can now begin the process of deciding what to do in response to the assessment. This step, the Action Planning phase, is shown in Figure 5.1.

A wide range of interventions is available to OD professionals. (An intervention is an activity designed to help achieve the goals and objectives established in the Action Planning phase.) What follows in this chapter is, first, a discussion of a process for separating training needs from other types of OD needs. This will be followed by a description of one approach to creating an action plan, followed by a brief overview of the range of implementation interventions available.

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2 Entry: Marketing and Contracting

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34

OVERVIEW In this chapter, we explore how OD professionals obtain work (both internally and externally), the contracting process (again, both internally and externally), determining the readiness of the client to change, and establishing collaborative networks.

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bviously, before organization development work can begin, there must be a place in which to begin this work. This requires the OD professional to interact with potential clients, whether as an internal or as an external OD professional, and reach agreement on the work to be done, the processes to be followed, and the allocation of work responsibilities among all parties. Using the organization development process model, as shown in Figure 2.1, we are at the beginning of the cycle in phase 1: Entry.

MARKETING

Innumerable books, chapters, and articles have been written on marketing and how and when to utilize different marketing strategies. However, the purpose of this section is not to provide a detailed account of marketing initiatives but, rather, to provide the basics of a few aspects of identifying and building a client list, as well as attaining new projects, both internally and externally. Advantages and disadvantages of each marketing approach for external consultants are summarized in Table

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