Issues in c c relationships
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This document discusses organizational development (OD) consulting and the consultant-client relationship. It outlines the roles and responsibilities of consultants, including providing information and recommendations to clients, solving problems, making diagnoses, and assisting with implementation. The document also discusses areas of issues that can arise in the relationship, such as defining responsibilities, building trust, and ensuring ethical standards. Finally, it provides tips for consultants on building effective relationships with clients and achieving positive outcomes.
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Issues in c c relationships
- 2. A person or organization using the services of a lawyer or other professional person or company .
- 3. A person who provides expert advice professionally in a specific field and has wide knowledge of the subject matter. Internal consultant External consultant
- 4. 1. Providing information to client. 2. Solving a client’s problem. 3. Making a diagnosis. 4. Making recommendations. 5. Assisting with implementation. 6. Building a consensus 7. Facilitate client learning. 8. Permanently improving organization's effectiveness.
- 5. AREAS OF ISSUES IN CONSULTANT – CLIENT RELATIONSHIP Entry and contracting Defining the client system Trust The nature of consultant’s expertise Diagnosis and appropriate interventions The depth of interventions
- 6. On being absorbed by the culture The consultant as a model The consultant team as a microcosm Action research and the od process Client dependency and terminating the relationship Ethical standards in OD Implications of OD for the client
- 7. OD Consulting contract can occur in various ways. The consultants & clients begin to sought out what group should do to in order to start a logicalOD intervention. When both the parties agree , this becomes the overall psychological contract.
- 8. Usually the consultant is referred as singular but there can also be consultant teams.
- 9. People will be encouraged to criticize their superiors. Subordinates may be concerned that they will be manipulated toward their superior’s goals with little attention given to their own.
- 10. It is possible and desirable for the OD consultant to be an expert . But the OD consultant also needs to resist the temptation of playing the content expert. OD consultant should be prepared to describe in broad outline what the organization might look like.
- 11. Temptation to a apply a particular intervention technique. Appropriate interventions with intensive look at the data.
- 12. ACCESSIBILITY : PUBLICVS HIDDEN DATA INDIVIDUALITY :SELFVS ORGANISATION
- 13. Consultant let himself indulge into joining the culture of the client organization.
- 14. The consultant should practice what he she preaches. The consultant should give out clear messages.
- 15. The team must set an example of an effective unit to enhance its credibility The team should have n effective interpersonal relationship. Practitioner should also focus on continuous growth & process renewal.
- 16. Simple questionnaires or interviews could be helpful.
- 17. Relationship between consultant and client depends on : consultant competence :the longer the consultant are able to provide innovative and productive intervention the more longer the relationship will lasts. Client resourcefulness & capabilities in OD.
- 18. LouisWhite & KevinWooten see five categories of ethical dilemmas in OD practice stemming from either the client or consultant actions or both. These are : 1. misrepresentation & collusion 2. Misuse of data 3. Manipulation and coercion 4. Value & goal conflicts 5. Technical ineptness
- 19. 1. Honesty 2. Openness 3. Voluntarism 4. Integrity 5. Confidentiality 6. The development of people 7. The development of consultant expertise 8. High standards & self-awareness
- 20. 1. To enlarge the database for making management decisions 2. To expand the influence process 3. To capitalize the strengths of formal system 4. To become more responsive 5. To legitimize conflicts 6. To examine its own leadership style 7. To encourage collaborative management
- 21. BETRANSPARENT UNDER COMMIT-OVER DELIVER DON’T BE AFTRAIDTOTELLTHE CLIENT THATYOU HAVE A DIFFERENCE OF OPINION SOCIALIZE OFFER KNOWLEDGETRANSFER INTHE FORM OF COACHING & MENTORING.