The choice of strategies and responses adopted by the decision makers to meet the challenges of change are their own.
As we previously mentioned, the role of the OD practitioner (internal or external) is to provide professional services to aid implementation. Neutrality is the first practitioner value, problem analysis the second and being non-prescriptive the third.
Six good reasons why you cannot afford not to start:
My own OD practice has its roots in the Investors in People framework and that has a number of contributions to make to the management of change :
- It becomes part of that change, in that it ensures that the “people” issues and implications of change are raised and understood by organisational decision makers.
- Its second contribution lies in helping individuals, especially managers, develop their ability to cope with change itself. Personal and team development programmes can be designed to build the coping skills required to live easily with the ambiguity and uncertainty which invariably accompany change.
- Its third contribution is in management development to enable managers to fulfil their responsibilities for engaging with and developing their people.
- Its fourth contribution can also form part of the management development, but has a wider application. It is simply to provide knowledge and skills in utilising change processes i.e. to overcome the 3 barriers to change, knowing, believing and agreeing.
- Its fifth contribution leads out of the fourth, in that specific change will require new knowledge and skills in order for individuals to continue to perform effectively.
- The sixth and equally important contribution, is the proper and effective use of the training function to encourage and enable individuals, teams and the organisation to regularly review their current performance.
Whatever strategies and responses are adopted by the decision makers to meet the challenges of change are the decision makers own.
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