(Abstract of presentation by Eric Gaynor Butterfield during the Organizational Change and Development Congress, Buenos Aires, Argentina - 2003) - See www.theodinstitute.org
The reader may find it somewhat unusual to speak of an intervention when referring to OD and consulting services. However, the word intervention comes from anglicism "intervention" that is usually adopted in the medical profession for surgical activities. To some extent then, the consulting intervention may be associated with a certain organizational surgery where it is necessary to remove some ills to enhance the organization.
The best known sequence of steps is the one that comes from the work of W. Burke (“Organization Development: Principles and Practices” - New York: Little, Brown & Co, 1982) and is applied in OD within the framework of Action Research. The consulting process includes 8 main steps and they are:
Entry
The need for change within an organization becomes evident, as differences appear between the expected results and those actually achieved, and also as a consequence of observing problems. Some person or a group of people spend time analyzing the problem and even look for others to do it, and also take into account the complexity and opportunity to facilitate change within the company.
Start-Up or “Start / Power”
The figure of a consultant or change agent appears, whose main mission is to clarify the issues related to the problem. The change agent also channels many of his energies towards obtaining support and commitment from others in the change effort to be made.
Appreciation and Feedback
This is the stage where the consultant or change agent collects information regarding the problem and provides feedback to the company's senior management.
Action plan
The change agent works together with the top management of the organization in the development of an action plan that aims to correct the deviation between the expected results and those actually achieved.
Intervention
During this stage the action plan is implemented. The implementation of the change process begins.
Evaluation
The change agent's job during this phase is to assist senior management in evaluating the progress made during the progress of efforts towards organizational change.
Adoption
At this stage, organizational participants take the new procedures and practices as their own, and the scope of the change is extended by extending it to the entire organization.
Separation
During this stage the consultant or change agent prepares to abandon the change effort. This is one of the most critical stages of the entire process since the change agent must ensure that the improvements introduced must be perpetuated without his presence. Of course this is possible when the knowledge and skills of the change agent have been transferred to the organization.
It can be very useful to relate the different stages or phases of the Consulting Intervention with the Competencies of the change agent - consultant. To facilitate this work, the excellent work carried out by The Organization Development Institute on this matter is transcribed below.
The Organization Development Institute (“The Essential Competencies for Practicing OD Effectively (20th version - 2001)”
Marketing
Be aware of systems wanting to change
Be known to those needing you
Match skills with potential Client profile
Convey qualifications in a credible manner
Quickly grasp the nature of the system
Determine appropriate decision makers
Coiling
Build trusting relationships
Deal effectively with resistance
Help the Client trust the process
Help the Client manage emotionally charged feelings
Collaboratively design the change process
Mini-Assessment
Further clarify real issues
Be aware of how one´s biases influence interaction
Link change effort into ongoing organizational processes
Identify informal power
Data Gathering
Determine the type of data needed
Clarify boundaries for confidentiality
Select a process that will facilitate openness
Diagnosis
Watch for deeper issues as data is gathered
Suspend judgment while gathering data
Recognize what is relevant
Know how data from different parts of the system impact each other
Stay focused on the purpose of the consultancy
Feedback
Prepare leadership for the truth
Involve participants so they being to own the process
Create a non-threatening atmosphere
Planning
Distill recommendations from the data
Consider creative alternatives
Participation
Obtain commitment from leadership
Co-create an implementation plan that is rooted in the data
Co-create implementation plan that is clear
Co-create implementation plan that is results-oriented
Co-create implementation plan that is measurable
Intervention
Reduce dependency upon consultant
Instill responsibility for follow through
Intervene at the right debt
Re-design intervention or mindfully respond to new dynamics
Re-plan as unexpected circumstances arise
Evaluation
Initiate ongoing feedback in Client-consultant relationship
Choose appropriate evaluation methods, that is, interviews, instruments, financial sheets
Determine level of evaluation such as reaction, learning, behavioral change, organizational impact, societal impact
Ensure evaluation is reliable
Ensure evaluation method is practical
Follow Up
Establish method to monitor change after the intervention
Use information to reinforce positive change
Use information to take next steps
Link evaluation with expected outcomes
Adoption
Transfer change skills to internal consultant so learning is continuous
Link change process to daily life of system
Pay attention to movement back to old behaviors
Move more away from project-driven change to strategy-driven change
Be sure customers and stakeholders are satisfied with intervention´s results
Separation
Recognized when separation is desirable
Leave the Client satisfied
Self-awareness
Be aware of how ones “whole person” impacts one´s practice
Clarify personal values
Clarify personal boundaries
Manage personal biases
Manage personal defensiveness
Recognize when personal feelings have been aroused
Remain physically healthy while under stress
Resolve ethical issues with integrity
Avoid getting personal needs met at the expense of the Client (ie, financial, emotional, sexual, etc.)
Work within the limits of your capabilities
Perform effectively in an atmosphere of ambiguity
Perform effectively in the midst of chaos
Interpersonal
Develop mutually trusting relationships with others
Solicit feedback from others about your impact on them
Collaborate on internal / external OD professionals
Balance the needs of multiple relationships
Listen to others
Pay attention to the spontaneous and informal
Consistently maintain confidentiality
Interpersonally relate to others
Other
Handle diversity and diverse situations skillfully
Communicate directions clearly to large groups
Facilitate small group interventions (up to 70)
Be aware of the influences of cultural dynamics on interactions with others
