How Are Od Values Different or Similar to Human Values You Are Aware Of?

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that promote collaboration rather than competition with the assumption that a win-win solution is both possible and desirable than conflict. OD interventions seek to bring conflicts to light where they can be addressed in a healthy manner through open dialogue, rather than to allow the suppression of conflict that continues to fester unspoken. Moreover, the goal is for organizational members to learn how to recognize hidden conflict and to deal with it in appropriate manner

In this way, they can become a ‘trusted advisor’ to customers, developing a long-term relationship between customer and organisation

What specific OD value will most challenge your transformation? How?

The value that will most challenge my transformation would be Collaborative Consulting.

Consultants in organizational change efforts must be able to work comfortably in collaboration with their clients. Often, that starts by explaining collaborative consulting to your client, including why the process is so useful.

The precise content of recommendations for change often is not as important as client’s commitment and learning when generating and implementing those recommendations. That type of involvement from client often produces the motivation, support, momentum and learning that are necessary for successful organizational change. It is likely to get that level of commitment from clients by working in a collaborative approach with them rather than by acting as an expert who develops plans for change and then bestows them on the client. I should collaborate with them in as many aspects of the project as possible.

A collaborative approach is much more likely to thoroughly identify and resolve problems. Clients seldom struggle with an organizational problem because they lack some specific piece of information. Rather, clients are often stuck in how they perceive, or feel, about things. Or, they might be stuck because of the particular organizational structures in place, such as the organization’s plans, policies and procedures. I should be able to help my client along the journey of discovery and learning by providing a varied set of services (including expertise when needed), powerful questions (inquiry), supportive challenges and useful materials. Ultimately, the client will be guided to take actions and learn at the same time.

Plans are rarely implemented exactly as planned. Instead, changes inside and outside of the organization frequently cause plans to be modified. Without the ongoing participation of clients in changes to the plans, it is not likely that the plans will remain relevant and realistic. Hence the need to adopt a collaborative style of consulting.

Solutions to complex problems involve changes to structures and systems in client’s organization, not just in inspiring and motivating people. Changes are not incorporated without the strong, ongoing ownership, commitment and participation of clients. That commitment requires that they feel ongoing trust and collaboration with me and each other during the consulting project

The collaborative consulting cycle will provide a clear structure in which clients and I will continually converse about the actions and learning in the project. Ultimately, collaborative consulting is really a philosophy. It is based on the belief that true change and learning will not take place with the client unless the client shows strong ownership, participation and commitment in that overall process of change and learning.