Organization Development & Change
11 edition Thomas G. Cummings • Christopher G. Worley

CHAPTER

4

Entering and Contracting

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Learning Objectives

Describe the issues associated with entering into an OD process.

Describe the issues associated with contracting for an OD process.

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Entering Into an OD Relationship (1)

Clarifying the Organizational Issue

What is the presenting problem?

Gain a clearer perspective of the underlying issues and symptoms

Gather enough preliminary data to make informed choices about the next steps

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Entering Into an OD Relationship (2)

Determining the Relevant Client

Identify organization members who can directly impact the change issue

Involve all relevant members in selection of an OD practitioner and the subsequent change process

Complex situations with multiple organizational units require additional data and interviews with key organization members and customers

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Entering Into an OD Relationship (3)

Selecting an OD Practitioner

Experience and Expertise

References – “How effective has the person been in the past, with what type of organizations, using what kinds of techniques?”

OD Practitioner approaches the organization with openness and insists on diagnosis vs. having a “fixed” approach

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Essentials of an Effective OD Proposal

Elements

Objectives of proposed project: Statement of the goals in clear and concise terms, including measurable results

Proposed process of action plan: Description of 1) diagnosis, 2) data analysis process, 3) feedback process, and 4) action-planning process

Roles and responsibilities: List of key stakeholders in the process, including the OD practitioner, and the specific responsibilities for which they will be held accountable

Recommended Interventions: Description of proposed change strategies, including training, off-site meetings, systems or processes to be redesigned, and other activities

Fees, terms and conditions: Provide an outline of fees and expenses associated with the project

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Developing a Contract (1)

Mutual Expectations

Outcomes and deliverables are clearly stated

Clearly defined working relationships and involvement of stakeholders

Expectations of OD Practitioner are clear (publishing cases and results)

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Developing a Contract (2)

Time and Resources

Access to client, key managers, members

Access to information

Ground Rules

Confidentiality

Practitioner’s role in the process

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Interpersonal Process Issues in
Entering and Contracting (1)

Client Issues

Exposed and vulnerable in admitting the need for assistance and dependency on the practitioner to provide help

Inadequate in the ability to solve the organization’s problems

Fear of losing control

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Interpersonal Process Issues in
Entering and Contracting (2)

OD Practitioner Issues

Empathy

Worthiness and Competency

Over identification

Under estimate the importance of the entry and contracting phase

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Factors Affecting
Client-Practitioner Dynamics

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