Organization Development as a Body of Work, That Is Informed by Science and Art

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humanistic aspects of change. These are especially important in the context of sustainability because people in the subject systems need to understand and be convinced of the need to implement the changes necessary for successful intervention, especially if it involves extra work and benefits are intangible or only realised in longer- term.

For example, a frequent lack of alignment with the self, teams and organizations on values, beliefs, culture and attributes can be a direct cause of science-focused nature of project management of interventions, what can also be called as checklist approach, which originated in industries such as construction and IT in which people-related factors are of lower importance than that in other sectors and organizational contexts. In the case of OD, however, the successful implementation of intervention relies very much on the engagement and involvement of employees throughout the organization, and securing this requires a range of skills and attributes apart from the hows and whys of change.

The importance in OD of the soft-skills of the practitioner can be identified as the ability to influence inspire and motivate others, excellent communication skills and team building abilities. The importance of communications in OD cannot be under-estimated. A good communication strategy is needed to generate organizational learning and create awareness about the objectives and intended benefits of the intervention to all stake-holders, and to monitor and report progress in order to high-light the benefits and encourage all to work together to achieving its goals. It is not only necessary to convince employees about the need for OD interventions and address their concern; managers also often need to be persuaded to give their support to the program and commit the necessary financial and non-financial resources to ensure its success, This requires change agents/ champions who understand and are skilled in communicating the business benefits to executives and negotiating adequate investment to underpin its implementation.

Other types of art skills especially important from the strategic sustainability of the intervention include having a questioning, innovative and creative approach to business; the ability to build internal and external relationships and partnership with stakeholders; strategic awareness and the ability to balance local and global perspectives and emotional intelligence.

Achieving the right balance of art and science is the key to successful organization development. OD requires a ‘transformative’ approach involving not just extensive changes to business processes and strategy but a significant change in mindset and corporate culture, particularly involving a shift in focus from traditional financial and quantitative indicators of business success to social and environmental indicators as well as the more intangible, qualitative factors such as improved awareness of and attitudes towards the company brand. This involves the application of both ‘art’ and ‘science perspectives, or what might also be referred to as ‘right brain’ and ‘left brain’ thinking, respectively.

PROBABLE WORK-PLACE SCENARIO

Background:

Asymmetrique Communications is in a business of Brand Transformation for the digital era. Asymmetrique started in 2001 as an Industrial Web Portal Development firm. It expanded to offer Digital, Creative and Production Services to industrial clients and eventually became a full-service Advertising agency to non-industrial clients as well. In the 3rd phase of change called Asymmetrique 3.0, it took the first step in to the digital-era by expanding the workforce to include Digital Professionals and is currently in the phase of integrating the Traditional and Digital Communications team and expanding business competencies in to Analytics, Technology and Experiential Communication.

Work-Force Strength: 102 professional

Requirement of OD Consultant

Asymmetrique has a very democratic culture of For the People, Of the People and By the People. We have an extremely open and free-flowing communication strategy. As mentioned above, the group consists of a budding author to eccentric artist to a PhD candidate to an ex-Microsoft Director. While we have always wanted to promote individuality every Asymmetriqan and give them the opportunity to be themselves at the work-place, there is always a friction between the teams who operate in completely different roles. We call it an ‘orderly chaos’

In such diverse culture and volatile market of media agencies, a probable scenario for the need of OD would be alignment of all teams to the business goals. Smooth functioning of all teams who are inter-dependent on each other also would be absolutely necessary. Since the company is also under-going a change in business direction in terms of a shift from being a traditional Advertising agency to a 360-degree solution provider for brands, there is a change in the hiring strategy and some roles would become redundant with time. Also hiring at senior positions for different business functions is bound to step on some toes of people in key-position. Constant flow of communication would become necessary to ensure buy-in from all Asymmetriqans. As attrition is high in the communications and media sector, the loss of culture champions will eventually dilute the existent culture.

Choice of Consultant

Both External and Internal consultants share the characteristics of helping their clients address problems and improve business and organization results; they have a passion for the wisdom and expertise they bring to the organization, and they have the ability to galvanize clients into action, External Consultants are often brought in because they bring wisdom, objectivity and expertise to the organization. They are seen as gurus or saviours bringing wise counsel.

For the above mentioned scenario however, I would choose an internal consultant

Internal Consultants have expertise and are valued as an organization insider. They add a different value of in-depth knowledge of business, the organization, and the management. My reasons for choosing and internal consultant would be

• The internal consultant having in-depth knowledge of the Asymmetrique will have internal expertise.

• He/ She can be trusted with sensitive information required for implementation of strategic change projects, hiring strategy, budget allocation etc.

• He/ She, holding perceptions and position within the Asymmetrique can act as a culture ambassador and build interventions that propagate