OD Consultants Research Articles

Exploring the Role of the OD Consultant: Historical Perspectives and Contemporary Findings

The purpose of this study was to explore the lived experience of contemporary OD consultants to better understand their knowledge, skills and abilities, as well as their work experiences, perceptions and challenges. There are three sections to this paper. First, forty OD consultants were identified and then interviewed in 2020. To obtain the richest data, we used a mixed method approach using exploratory interviews and survey data. The interview data provided verbatim quotes to identify major themes. From the qualitative data, three primary themes surfaced; namely, a) OD consultants as continuous collaborators; b) OD consultants as knowledge communicators; and c) OD consultants as value providers. A second section of this paper includes the unexpected finding of the alignment of contemporary OD consultants’ words to the OD classical writings of roughly 40 years earlier. These 2020 OD consultants' words and values aligned with the classical OD works and views of scholars from decades ago. Additionally, although OD is often challenged by controversy and criticisms such as the need to ‘re-invent’, OD is dying, and OD as Adolescent, the interviewees conversely resounded the alternative positive outcomes of OD. The final section includes the contribution to the theme of AOM regarding managers, and the resurfacing of AOM’s Organization Development and Change Division’s Past Chairs published works and how today’s OD consultants' thoughts and experiences (at the 50th year celebration of the ODC Division) align with the ODC Division Past Chair's scholarly contributions. In short, what is old is now new!

Executive coaching history: Growing out of organisational development

The aim of this conceptual review paper is to uncover the link between coaching psychology and organisation development. While coaching is one of the fastest-growing professions, it has been argued to lack good research data. Nonetheless, executive coaching has grown from a rogue and unstandardised process to a profession with proven results and a credentialing process. Upon exploring the history of the coaching psychology intervention as it has grown into a profession, it is evident that executive coaching has a connection to the business world and truly started to define itself in the 1980s. Its roots clearly define its strong ties to the organisation development field as a positive-focused development tool which is exemplified through numerous coaching outcome studies. It is hoped that more collaborative studies can be undertaken between the OD consultants and the coaches to improve organisational performance both at the micro (individual) and macro (organisation) level.

Who Is the Agent of Change?

The benefits of working in a large company are better infrastructure, well-defined policies, training and learning opportunities, job security and gradual growth. Slow decision-making due to the bureaucratic structure is a major drawback. The unique character of small firms offers agile structure, quick response, family-like atmosphere, opportunity to wear many hats as advantages, and lower compensation and restricted growth as disincentives to joining. However, if employees get their human relationships to energize, the size of the firm will be inconsequential for their success. That is, small firms can only offer a congenial atmosphere as a big firm never. Therefore, understanding what gives us energy and how we utilize it is critical for the leaders in small firms. This case study focuses on the CEO of a small family-owned firm (Nishio Glass and Mirror) whose decision to usher in positive organizational scholarship with the help of consultants set the firm on a successful journey. Even though statistics show that most change efforts fail irrespective of the size of the firm, in this case, it succeeded. This case study informs us that workplaces can be a community for people to amplify positive energy unleashing virtuous circles of growth. Research Questions: What is positive organizational scholarship? How can it be implemented in a small firm? Theory: Positive organizational scholarship and agents of change. Type of the Case: Study of a phenomenon. Basis of the Case: Phenomenon. Protagonist: Present, the CEO of the firm. Findings for Phenomenon-based Research Case An organization is not a machine to transform resources into material properties. It is a community where people share the agentic roles with one another to let them transform. In a trustful community, people can examine the experience of ‘pregnant void’ to open a virtuous mindset; moreover, people can give suffering for others as an agent to embody the meaning of virtues. Discussions for Phenomenon-based Research Case To manage a chaotic situation, which approach should be applied: crisis management or a proper management system? In this case, even a management system failed and dumped the CEO in psychological chaos. Which is that process that an external OD consultant can adopt to transform an organization by setting its employees on the path of self-transformation? If we apply hedonic happiness to the case, it seems to be fit for the past situation where people in the case wanted to have materialistic and short-term success. Discuss the alternative that can be applied.

Navigating Organisation in Times of VUCA: Implications for the HR and OD Profession

This article addresses two vectors of VUCA interwoven in the narratives, a summary of personal theories about VUCA. Such theories are anchored and arise from experiential learning in my practice as HR/L&D and OD consultants over the past four decades. The implication for HR and OD profession is to consider their relevance when organisations navigate VUCA. Next is the culling out of the specific learning about HR and OD interphases that has worked in my experience, supported by examples and metaphors. The premise I put forward as conclusion are: In order to be at the centre stage of partnering with business, HR and OD have to complement and innovate new-age VUCA strategies. VUCA competencies with appropriate metrics are in the formative stage. The competencies are emerging from the real-time stories of consultants, companies and academia (TATA 26/11 and DuPont safety mandate). Only when HR and OD integrate and work together can the future of leadership or start-up entrepreneurs learn from their insights to ‘thrive in VUCA’.

Bridging the Theory-to-Practice Gap: Some Thoughts From an Internal OD Consultant

In a recent HRDR editorial (Torraco & Yorks, 2007), the following questions were raised about bridging theory and practice: Do practitioners compromise scholarly standards? Do scholars comprehend the rigors of practice? Can a theory journal be a viable bridge across the chasm? Let’s stop asking questions and walk the talk. The answer is simple. It depends. We have trouble agreeing on a common definition of what and who we are. For the sake of this article (and our own sanity) let’s settle on a definition written by recognized scholars in the field (McLean & McLean, 2001):

Managing complex team interventions

PurposeTo provide readers with a better understanding of the organizational conditions that lead to complexity in team structure, operation, and dynamics, and introduce guidelines for facilitating complex team interventions.Design/methodology/approachThis article is based on the author's 20 years' experience as an internal OD executive, external consultant, and associate professor in the areas of organizational change and teambuilding.FindingsThe article concludes that team‐building failures frequently occur when facilitators operate from team archetypes that are radically outmoded, and severely underestimate the complexity of certain team‐building issues. Readers are introduced to six guidelines for managing complex team interventions.Practical implicationsThis article is designed to help OD practitioners plan extremely complex and difficult team‐building interventions. The article should serve as a useful tool to experienced OD consultants who are attempting to tackle more advanced team‐building interventions. An organizational example is provided to illustrate key concepts.Originality/valueThe author believes that this article provides a unique perspective, by examining issues of organizational complexity that must be faced by experienced team facilitators.

OD and Change Management Consultants: Intangible Fields with Tangible Differences

OD and Change Management Consultants: Intangible Fields with Tangible Differences

A question of balance

Dr W. Warner Burke is Professor of Psychology and Education and Chair of the Department of Organization and Leadership at Teachers College, Columbia University in New York. He is also Chairman of W. Warner Burke Associates, Inc., an organization consulting firm. Burke earned his BA from Furman University and his MA and PhD from the University of Texas, Austin. Prior to Teachers College, he served in senior positions at Clark University, the NTL Institute, and as Executive Director of the OD Network. Dr Burke's consulting experience has been with a variety of organizations in businessindustry, education, government, religious and medical systems. A Diplomate in 1/0 Psychology, the American Board of Professional Psychology, he is also a Fellow of the Academy of Management, the American Psychological Society, and the Society of Industrial and Organizational Psychology, and past editor of both Organizational Dynamics and the Academy of Management Executive. He has authored over 100 articles and book chapters on OD, and authored, co-authored or edited thirteen books. He has received numerous awards, including, in 1989, the Public Service Medal from the National Aeronautics and Space Administration, in 1990, the Distinguished Contribution to Human Resource Development Award and, in 1993, the Organization Development Professional Practice Area Award for Excellence—The Lippitt Memorial Award—from the American Society for Training and Development. He has been working in the field of OD for over thirty-five years. Seth A. Berr, MA, is a Research Associate at W. Warner Burke Associates, Inc. He received his BA in Psychology from the University of Pennsylvania and MA in Organizational Psychology from Teachers College, Columbia University. He currently specializes in the co-ordination and planning of executive development and feedback-based programmes. Allan H. Church, PhD, RODC, is a Principal at W. Warner Burke Associates, Inc., an Adjunct Assistant Professor at Teachers College, Columbia University, and edtor of both the Organization Development Journal and The Industrial-Organizational Pychologist. He has published more than eighty articles and several book chapters, and was recently awarded the 1999 OD Consultant of the Year Award from The OD Institute.

Women′s voices in organizational development: questions, stories, and implications

Highlights the main features of qualitative research conducted with 32 successful women consultants in organization development. The format is multifaceted, including tables, poems, and text, to reflect the commitment to the deep feminine in the research process and results. Part One discusses the conceptualization of the study, grounded in the women′s voices perspective and four research questions, the findings and a case example. In‐depth interviews explored the women′s responses to the changes they experienced, the challenges they encountered, the contributions they made, and the lessons they learned over the past 15 to 20 years as second‐generation women OD consultants. The data analysis revealed four overarching themes contained in the distillation of the study: women doing the work of consulting as part of their inner journey in the context of oppression, helped and hindered with their relationships with both men and women. Part Two examines implications in terms of two voices in OD, problems with women′s invisibility, a fuller understanding of authenticity, and healing for women and the field.

Non‐linear approach to training program development

Performance + InstructionVolume 33, Issue 6 p. 26-34 Article Non-linear approach to training program development Dr. Karen Overfield, Dr. Karen Overfield Dr. Karen Overfield is an Organizational Development and Training Specialist in the Corporate Organizational Development and Training Department of Miles, Inc. In this role, she serves as internal OD consultant, conducts training sessions, and coordinates training programs for the corporation. She also teaches organizational development at the University of Pittsburgh. Dr. Overfield can he reached through Organizational Development and Training, Building 3, Miles, Inc., Mobay Road, Pittsburgh PA 15205-9741.Search for more papers by this author Dr. Karen Overfield, Dr. Karen Overfield Dr. Karen Overfield is an Organizational Development and Training Specialist in the Corporate Organizational Development and Training Department of Miles, Inc. In this role, she serves as internal OD consultant, conducts training sessions, and coordinates training programs for the corporation. She also teaches organizational development at the University of Pittsburgh. Dr. Overfield can he reached through Organizational Development and Training, Building 3, Miles, Inc., Mobay Road, Pittsburgh PA 15205-9741.Search for more papers by this author First published: July 1994 https://doi.org/10.1002/pfi.4160330606Citations: 1 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Citing Literature Volume33, Issue6July 1994Pages 26-34 RelatedInformation

The changing face of organization development: Views of a manager-turned-academic

OD no longer has to be a bad word to managers; improvements in process and terminology have been made. ~t /l[ y purpose here LVl is to describe some of key ways in which development (OD) has changed and, for most part, improved over past 15 years. In particular, I hope that managers and executives who read this article will see that, more than ever before, OD represents a rather pragmatic approach to organizational improvement. For those who may not know exactly what OD is, I will define it as the use of behavioral science ideas to improve both organizational effectiveness and employee well-being. Behavioral science knowledge used in OD includes such practical ideas as how to lead, how to resolve conflict, and how to develop effective work groups. I first encountered OD in 1974 during my doctoral program in business at Michigan State University. Since I had earlier been in supervisory and management positions at two U.S. companies--General Motors and Unisys--I found development to be a rather unique approach to organizational change. Indeed, I was quite surprised to discover how long OD had been evolving. I held my first supervisory position in 1963, several years after this phenomenon was first called organization development. Before I proceed further, I should explain my role in development and why I am concerned about its problems and evolution. I have never actually consulted in OD field; my only consulting experience has been in more traditional areas of career planning, management development, and performance appraisal. However, I have had opportunity to read extensively about OD, for I was literally forced into teaching subject in my first full-time teaching position. I have continued to read about and teach OD on a rather continuous basis for past 14 years. Although I cannot claim to be an experienced OD consultant, I do claim to have extensive knowledge about field. Perhaps most important for this article, my managerial experience provides me with a perspective on OD that many of my teaching colleagues do not have. This perspective allows me to bridge fairly well gap between OD teaching and research and organizational challenges faced in today's world. The problems with OD when I first began teaching topic in 1977 might have been of concern to any manager in organizational life. However, my early investigations convinced me that many academics (including OD consultants) also recognized some of these shortcomings. The key problems included: • Too much emphasis on employee satisfaction and not enough on employee and organizational performance; • A lack of concern for organizational polit ics--a reality that must be addressed;

The Changing Practice of Organisation Development

The practice of organisation development has changed dramatically over the years. Enquiries are made into factors that have influenced those changes and six of the latest trends in the practice of OD are presented. Implications of the research for OD practitioners are given. The research findings are derived from telephone interviews with 18 highly experienced and respected OD consultants.

The Implications of Multiple Perspectives on Power for Organization Development

This article presents the implications for organization development of examining power from multiple perspectives, particularly those associated with the functionalist and interpretive paradigms. To illustrate how the construction of reality and illusion making can enhance a person or group's power, data are presented from an empirical study of a hospital in Ontario. Using a grounded theory methodology, the author determined that hospital administrators had created the illusion of a fiscal crisis so as to increase their control over scarce financial resources, and thus increase their power. The author urges OD consultants to recognize such power dynamics and to choose consciously whether to accept, change, or withdraw from organizations in which these dynamics occur. The skills needed to diagnose such dynamics and alternative interventions are explored.

Some Applications of a Strategic Family Therapy Perspective in the Practice of OD

Many practitioners have struggled with the question of HOW family therapy ideas and techniques can be effectively applied to consulting in the work place. One aspect of this question is: can family therapy interventions be transferred directly or do they need to be adapted and changed? This paper describes the influence that the author's training in Structural and Strategic Family Therapy has had on her work as an internal OD consultant. It provides brief descriptions of how some classic family therapy interventions have been used with work groups. It also presents some ideas on how the Strategic Family Therapy perspective serves to balance and provide new options to traditional OD practices and procedures.

The Shift in OD from Process to Product

Early concepts of OD where practitioners facilitated the change process have recently given way to expert consultants directing the change through purposeful planning and systematic methodolo gies. The focus ofmany contemporary OD efforts is on the methods, techniques, or intervention approaches used to bring about the de sired change. The shift in the approach used by OD consultants from facilitating the change process to purposefully directing indi vidual and organizational change has brought about confusion and trouble at the core of OD theory and practice. This article ar gues for the return to OD practice where the responsibility for initi ating and implementing change resides with the client organization or individual, not the expert consultant.

Personality as a Prerequisite Of Consultant Excellence.

103 Navy OD consultants were administered four personality tests. Their effectiveness was rated by their peers and superiors. Multiple regression analyses and t-tests supported the hypothesis that ...

The Politics of Problems: Intersubjectivity in Defining Powerful Others

This paper is concerned with how persons in organizations, tackling what they define as complex problems, define others as significant in terms of their perceived power. Using a particular case as an illustration, the author argues for attending to the complex intersubjectivity of definitions of; powerful others, involving not only patterns and consensualities but also significant diversity in the theories and values different individuals bring to understanding and predicting their political environments and the key actors within them. She will also argue that such a perspective has significant practical implications for OD consultants, whose effectiveness in the client-consultant relationship often crucially depends on understanding and negotiating with the internal political concerns and theorizing of their clients.

Change Strategies and the Use of OD Consultants to Facilitate Change

In considering the alternative strategies for change in Part I of this article, and the strategy of OD in particular, the definitions of OD suggested that the consultant played an essential role in facilitating change. Despite this, there is no widely accepted definition of the role of consultant. Indeed, it may be argued that several roles are currently subsumed under the title, for example the role of “change generator” and “change implementor” as defined by Ottaway and Cooper. There is also some evidence that internal and external consultants, apart from working from different bases, are capable or equipped to perform different tasks. External consultants are able to create and sustain a belief that change is possible, whilst internal consultants are the disseminators and implementors of change.

Change Strategies and the Use of OD Consultants to Facilitate Change

It is rarely the case that a broader consideration of the available strategies for changing organisations is linked with empirical evidence on the way organisational change occurs. The purpose of this article is to examine data on the OD consultant's role as currently performed and the way consultants facilitate change. However, the intention is to broaden the discussion by setting this specific data against a backcloth of the current strategies for implementing organisational change. By examining the OD consultant's role against the wider perspective, the content, strengths and weaknesses of the role and of OD may be better understood.

Managers, Values, and Organization Development

In order to test the differences in values between managers and OD consul tants, the Management Values Inventory (MVI) was administered to sam ples of each group. The results revealed that the differences between the two groups were modest, even when statistically signficiant. The often-stated differences between these groups were not present on the MVI.