Long journey of Ruby standard library at RubyConf AU 2024
Client Consult Reltshp
1. Organizational Development
Client – Consultant Relationship
Group Members:
Arun
Yaswanth
Vinod
Venkat
Abhay
2. OD consultant’s Entry
Usually starts of with a phone call
Followed by personal meeting with the client
Details about the situation(s) discussed
OD consultant addresses the client
Consultant’s understanding of the situation
OD Plan is framed and evaluated
3. Defining The Client system
“To intervene is to enter into an ongoing system of
relationships, to come between or among persons,
groups or objects for the purpose of helping them”
- Argyris
Interactions, Interrelationships and interfaces
4. The Trust
Mutual trust – a key ingredient for success of OD
activities
Each interaction between Client & Consultant builds
trust
Confidentiality Trust
5. Consultant’s Expertise
OD Consultant
An expert in strategic planning content
A Facilitator
Facilitator role preferred:
Use of Client’s Internal resources
Internal skill development
Collaborative & Developmental approach
6. Depth of Intervention
Roger Harrison’s terms
Concept of accessibility
Concept of individuality
2 criteria for determining the appropriate depth of intervention
To intervene at a level no deeper than that required to produce
enduring solutions to the problems at hand
To intervene at a level no deeper than that at which the energy
and resources of the client can be committed to problem solving
anf to change
7. Continued..
How well are we performing as a total organization ?
How well are we doing as a large unit?
How well are we doing as a team?
How well are you and I working together?
How well are you doing?
How well am I doing?
8. Appropriate Interventions
“What is going well in our weekly department head
meetings”
“What is preventing the meetings from being as
effective as we’d like”
“Start where the system is” – Herbert Shepard
9. The consultant as a model
The consultant’s words and apparent feelings
need to be congruent
10. The consultant team as a microcosm
Consultant team must set an example of an effective
unit
Practitioners need the effectiveness that comes from
continuous growth and renewal processes
Quality of interrelationships within the consulting
teams carries over directly into the quality of their
diagnosis, interventions designs and interventions
11. Feedback loops
Collecting feedback – Very vital
Helps in altering / improving the OD activities
Collecting feedback – improves the rapport between
the consultant & client
12. The Dependency Issue & Terminating The
Relationship
Enhancing - Internalize skills – Expert Vs Facilitator
Consultant Intervention – Client “free, informed
choice”
Consultant’s dilemma – increase resourcefulness Vs
remain involved, needed & competent
Consultant’s judgment – declining OD efforts
13. Continued..
Helping people rest grudges & unwanted issues
Internal power struggles
Political power maneuvering
Longtime OD – solves problem – rarely used
Temporary neglect ions - right spirit – informal
approaches.
Termination – a good choice
14. Ethical Standards In OD
Misrepresentation of the consultants’ s skill
Professional/Technical Ineptness
Misuse of data
Collusion
Coercion
Promising unrealistic outcomes
Deception & conflict of values
15. Implications Of OD For The Client
To enlarge the database for making management
decisions
To expand the influence processes
To capitalize on the strengths of the informal system
To become more responsive
16. Continued..
To legitimize conflict as an area of collaborative
management
To examine its own leadership style and ways of
managing
To legitimize and encourage the collaborative
management of team, inter team, and organization
cultures