Most of the professionals who come to The Organization Development Institute International, Latinamerica ask us what IS what they have to "know" in order to "do" the work of a business consultant.
Fortunately, we have the contribution of Dr. Donald W. Cole - President and Founder of The Organization Development Institute - who has dedicated since 1968 many of his energies, resources, knowledge and capacities to develop the "Profession of Organizational Development". Just as the interventions carried out by professionals in other disciplines, such as doctors, require a body of knowledge and their effective practice acquired through a first residence or concurrence, the consultants' interventions should follow a similar process.
In the 60s and 70s, people who took their first steps in organizational change processes were accompanied by a coaching or mentoring process. The leading companies protected their main managers and executives until their retirement, assigning them staff or service positions where they provided internal coaching and mentoring services to "new young people with high potential". And there were no formal Organizational Development programs in large universities.
Today almost the opposite is true. There are formal programs with Diplomas in Organizational Development but these professionals find that they must work under the option of "either nothing or drowns" mentioned by Edgar Schein. This contrast - and the possible negative consequences for both the consultants themselves and the Clients - is carefully observed by The Organization Development Institute International, Latin America.
And so is The Organization Development Institute. In his publication "Organizations and Change", in August 2004, under the title "Developing an OD Practice", Dr. Terry Armstrong (RODC) highlights that it is common for people who graduate in Organizational Development Programs Frequently asked, "What do you have to do to get started as an OD Practitioner." And one of the conclusions reached by Terry Armstrong is that the formal education process may be necessary but it is not enough. An important and fully revealing discovery by Armstrong suggests that if you want to be an effective and efficient consultant the focus must be on yourself.In general, consultants tend to see that the problem or part of the problem is the Client and this is particularly true for those consultants who proclaim a particular "Best Practice" in particular (see article by Eric Gaynor: "Integrating Best Theories with Best Practices ”On the website of The OD Institute International, Latinamerica; www.theodinstitute.org).
For more than 30 years, Dr. Donald Cole has strived to exercise the "Profession of Organizational Development", which implies the necessary competencies for it. Below is a self-assessment tool that can be used by consultants and also adopted by managers and executives who recruit professional consulting services. The authors of this significant contribution are Chris Worley, Hill Rothwell & Roland Sullivan.
This is a contribution from The Organization Development Institute, at the initiative of its President Dr. Donald Cole.
A Self-Assessment Tool for OD Competencies (21st Version)
Supported by Don Cole and created for the Organization Development Institute
By Christopher Worley, William J. Rothwell and Roland Sullivan
Directions: Use this assessment instrument to identify the competencies that you wish to focus on to be more effective as a change consultant. For each competency or work activity area listed in the left column below, circle an appropriate response code in the right column to indicate how much need for professional development you feel you need in this area. Use the following scale for the right column: 1 = No need; 2 = Some need; 3 = Need; 4 = Much need; 5 = Very great need. When you finish the rating, you might use as a discussion tool with your immediate supervisor or other relevant stakeholders to identify areas for your professional development and as a foundation for establishing a professional developmental plan.
1. Be aware of how one's biases influence interaction 1 2 3 4 5
2. Consult driven by their personal values 1 2 3 4 5
3. Clarify personal boundaries 1 2 3 4 5
4. Manage personal biases 1 2 3 4 5
5. Manage personal defensiveness 1 2 3 4 5
6. Recognize when personal feelings have been aroused 1 2 3 4 5
7. Remain physically healthy while under stress 1 2 3 4 5
8. Resolve ethical issues with integrity 1 2 3 4 5
9. Avoid getting personal needs met at the expense of the client 1 2 3 4 5
10. Request feedback from others about your impact on them 1 2 3 4 5
Competency Category: Ability to Measure Positive Change
An effective OD practitioner can…
11. Choose appropriate evaluation methods 1 2 3 4 5
12. Determine level of evaluation 1 2 3 4 5
13. Ensure evaluation method is valid 1 2 3 4 5
14. Ensure evaluation method is reliable 1 2 3 4 5
15. Ensure evaluation method is practical 1 2 3 4 5
Competency Category: Clarify data needs
An effective OD practitioner can…
16. Determine an appropriate data collection process 1 2 3 4 5
17. Determine the types of data needed 1 2 3 4 5
18. Determine the amount of data needed 1 2 3 4 5
Competency Category: Facilitating transition and adoption
An effective OD practitioner can…
19. Help manage impact to related systems 1 2 3 4 5
20. Use information to create positive change 1 2 3 4 5
21. Transfer change competencies to internal consultant or client so learning is continuous 1 2 3 4 5
22. Manage / increase change momentum 1 2 3 4 5
23. Mobilize additional internal resources to support the ongoing change process 1 2 3 4 5
24. Determine the parts of the organization that warrant a special focus of attention 1 2 3 4 5
25. Ensure that learning will continue 1 2 3 4 5
Competency Category: Integrate theory and practice
An effective OD practitioner can…
26. Present the theoretical foundations of change 1 2 3 4 5
27. Articulate an initial change process to use 1 2 3 4 5
28. Integrate research with theory and practice 1 2 3 4 5
29. Communicate implications of systems theory 1 2 3 4 5
30. Use a solid conceptual framework based on research 1 2 3 4 5
Competency Category: Stay current in technology
An effective OD practitioner can…
31. Use the latest technology effectively 1 2 3 4 5
32. Use the internet effectively 1 2 3 4 5
Competency Category: Ability to work with large systems
An effective OD practitioner can…
33. Facilitate large group (70-2,000 people) interventions 1 2 3 4 5
34. Apply the competencies of international OD effectively 1 2 3 4 5
35. Function effectively as internal consultant 1 2 3 4 5
36. Demonstrate ability to conduct transorganizational development 1 2 3 4 5
37. Demonstrate ability to conduct community change and development 1 2 3 4 5
38. Use a change model to guide whole system change or transformation 1 2 3 4 5
Competency Category: Participatively create a good implementation plan
An effective OD practitioner can…
39. Co-create an implementation plan that is (1) concrete; (2) simple; (3) clear; (4) measurable; (5) rewarded; and (6) consisting of logically sequenced activities 1 2 3 4 5
Competency Category: Understand research methods
An effective OD practitioner can…
40. Use appropriate mix of methods to ensure (1) efficiency; and (2) objectivity; and (3) validity 1 2 3 4 5
41. Use appropriate mix of data collection technology 1 2 3 4 5
42. Use statistical methods when appropriate 1 2 3 4 5
Competency Category: Manage diversity
An effective OD practitioner can…
43. Facilitate a participatory decision-making process 1 2 3 4 5
44. Be aware of the influences of cultural dynamics on interactions with others 1 2 3 4 5
45. Interpret cross-cultural influences in a helpful manner 1 2 3 4 5
46. Handle diversity and diverse situations skillfully
Competency Category: Clarify roles
An effective OD practitioner can…
47. Clarify the role of consultant 1 2 3 4 5
48. Clarify the role of client 1 2 3 4 5
Competency Category: Address power
An effective OD practitioner can…
49. Identify and engage formal power 1 2 3 4 5
50. Identify and engage informal power 1 2 3 4 5
51. Deal effectively with resistance 1 2 3 4 5
Competency Category: Keep an open mind
An effective OD practitioner can…
52. Suspend judgment while gathering data 1 2 3 4 5
53. Suppress hurtful comments during data gathering 1 2 3 4 5
Competency Category: Helping clients own the change process
An effective OD practitioner can…
54. Reduce dependency upon consultant 1 2 3 4 5
55. Instill responsibility for follow through 1 2 3 4 5
56. Collaboratively design the change process 1 2 3 4 5
57. Involve participants so they begin to own the process 1 2 3 4 5
Competency Category: Be comfortable with ambiguity
An effective OD practitioner can…
58. Perform effectively in an atmosphere of ambiguity 1 2 3 4 5
59. Perform effectively in the midst of chaos 1 2 3 4 5
Competency Category: Manage the separation
An effective OD practitioner can…
60. Be sure customers and stakeholders are satisfied with the intervention's results 1 2 3 4 5
61. Leave the client satisfied 1 2 3 4 5
62. Plan for post-consultation contact 1 2 3 4 5
63. Recognize when separation is desirable 1 2 3 4 5
Competency Category: Seeing the whole picture
An effective OD practitioner can…
64. Can attend to the whole, parts and even the greater whole 1 2 3 4 5
65. Quickly grasp the nature of the system 1 2 3 4 5
66. Identify the boundary of systems to be changed 1 2 3 4 5
67. Identify critical success factors for the intervention
68. Further clarify real issues 1 2 3 4 5
69. Link change effort into ongoing processes of the enterprise 1 2 3 4 5
70. Begin to lay out an evaluation model in the initial phases 1 2 3 4 5
71. Know how data from different parts of the system impact each other 1 2 3 4 5
72. Be aware of systems wanting to change 1 2 3 4 5
Competency Category: Set the conditions for positive change
An effective OD practitioner can…
73. Clarify boundaries for confidentiality 1 2 3 4 5
74. Select a process that will facilitate openness 1 2 3 4 5
75. Create a non-threatening environment 1 2 3 4 5
76. Develop mutually trusting relationships with others 1 2 3 4 5
77. Use information to reinforce positive change 1 2 3 4 5
Competency Category: Focus on relevance and flexibility
An effective OD practitioner can…
78. Distill recommendations from the data 1 2 3 4 5
79. Pay attention to the timing of activities 1 2 3 4 5
80. Recognize what data are relevant 1 2 3 4 5
81. Stay focused on the purpose of the consultancy 1 2 3 4 5
82. Continuously assess the issues as they surface 1 2 3 4 5
Competency Category: Use data to adjust for change
An effective OD practitioner can…
83. Use information to create positive change 1 2 3 4 5
84. Use intelligent information to take next steps 1 2 3 4 5
85. Establish method to monitor change after the intervention 1 2 3 4 5
86. Use information to reinforce positive change 1 2 3 4 5
87. Gather data to identify initial first steps of transition 1 2 3 4 5
Competency Category: Be available to multiple stakeholders
An effective OD practitioner can…
88. Collaborate with internal / external OD professionals 1 2 3 4 5
89. Listen to others 1 2 3 4 5
90. Interpersonally relate to others 1 2 3 4 5
91. Use humor effectively 1 2 3 4 5
92. Pay attention to the spontaneous and informal 1 2 3 4 5
Competency Category: Build realistic relationships
An effective OD practitioner can…
93. Build realistic relationships 1 2 3 4 5
94. Explain ethical boundaries 1 2 3 4 5
95. Build trusting relationships 1 2 3 4 5
96. Relate credibly, demonstrating business acumen and conversancy 1 2 3 4 5
Competency Category: Interventions
An effective OD practitioner can…
97. Convey confidence in one's intervention philosophy 1 2 3 4 5
98. Facilitate group processes 1 2 3 4 5
99. Intervene into the system at the right depth 1 2 3 4 5
100. Creatively customize tools and methods 1 2 3 4 5
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