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Competencias para el Cambio y Desarrollo Organizacional
The Organization Development Institute, USA a través de su Presidente y Fundador el Dr. Donald W. Cole ha sido pionero desde el año 1968 en :
- Desarrollar Cambio y Desarrollo Organizacional como una Profesión en sí misma.
- Desarrollar un Código de Etica para Profesionales en Cambio y Desarrollo Organizacional
- Desarrollar una serie de Supuestos Básicos a través de los cuales se ejerce la Profesión al realizar intervenciones de consultoría
- Desarrollar un Journal de la Profesión (O. D. Journal) que se ha convertido en el Journal más citado por otros, dentro de la disciplina de Cambio y Desarrollo Organizacional
- Desarrollar las Competencias con que deben contar los consultores y agentes de cambio especializados en el ejercicio de la Profesión de Cambio y Desarrollo Organizacional.
- Desarrollar dos conferencias mundiales. Una de ellas en los Estados Unidos de Norteamérica (National Conference) y otro en uno de los otros cinco continentes (World Congress).
A continuación se transcribe el material relacionado con Competencias para el ejercicio de la Profesión de O. D. incluido en el “The International Registry of Organization Development Professionals and Organizational Development Handbook”-
COMPETENCIES FOR PRACTICING ORGANIZATION DEVELOPMENT
We learned from Dr. Don Cole, RODC, in the early 70´s, that defining knowledge and skill necessary for competence in O. D. was essential for building the field of O. D. into a profession.
Ken Benne created the first O. D. skill list at NTL in the 50´s. In the late 70´s, with his list in mind, I (Roland) invited 50 or so recognized experts in the field of O. D. to tell us the skills needed for practicing O. D.
Respondents included : Dick Beckhard, Jack and Lorraine Gibb, Herb Sheppard, Ron and Gorden Lippitt, Kathie Dannenmiller, Shel Davis, Pat and Gay Williams, Warner Burke (O. D. Institute Advisory Board), Bob Chin, Gerard Egan, Warren Bennis, Robert Blake, R. Golembiewski, RODC, Carl Rogers, Charlie and Eddie Seashore, Don Cole, RODC and Ken Benne.
In the 90´s, our now popular book, “Practicing O. D.: A Guide for Consultants” was written based on our skill research. We just found out that “Practicing O. D.” is now the first major O. D. book to be translated into Chinese. Dr. Gary McLean edited “Practicing O. D.” with us.
In conclusion, I (Roland) wish to thank my long-time friend Dr. Don Cole, RODC for encouraging me to start this effort twenty-something years ago. I have named Dr. Cole the “Donny Appleseed of O.D.” He has done more to plant the seeds of O. D. around the world than any other single person that I know of. And God only knows how much the world needs what the O. D. professional has to offer.
Roland Sullivan, RODP
The Essential Competencies for Practicing O. D. Effectively (20th version – 2001)
Marketing
Be aware of systems wanting to change
Be known to those needing you
Match skills with potential Client profile
Convey qualifications in a credible manner
Quickly grasp the nature of the system
Determine appropriate decision makers
Enrolling
Build trusting relationships
Deal effectively with resistance
Help the Client trust the process
Help the Client manage emotionally charged feelings
Collaboratively design the change process
Mini-Assessment
Further clarify real issues
Be aware of how one´s biases influence interaction
Link change effort into ongoing organizational processes
Identify informal power
Data Gathering
Determine the type of data needed
Clarify boundaries for confidentiality
Select a process that will facilitate openness
Diagnosis
Watch for deeper issues as data is gathered
Suspend judgment while gathering data
Recognize what is relevant
Know how data from different parts of the system impact each other
Stay focused on the purpose of the consultancy
Feedback
Prepare leadership for the truth
Involve participants so they being to own the process
Create a non-threatening atmosphere
Planning
Distill recommendations from the data
Consider creative alternatives
Participation
Obtain commitment from leadership
Co-create an implementation plan that is rooted in the data
Co-create implementation plan that is clear
Co-create implementation plan that is results-oriented
Co-create implementation plan that is measurable
Intervention
Reduce dependency upon consultant
Instill responsibility for follow through
Intervene at the right debt
Re-design intervention or mindfully respond to new dynamics
Re-plan as unexpected circumstances arise
Evaluation
Initiate ongoing feedback in Client-consultant relationship
Choose appropriate evaluation methods, that is, interviews, instruments, financial sheets
Determine level of evaluation such as reaction, learning, behavioral change, organizational impact, societal impact
Ensure evaluation is reliable
Ensure evaluation method is practical
Follow-Up
Establish method to monitor change after the intervention
Use information to reinforce positive change
Use information to take next steps
Link evaluation with expected outcomes
Adoption
Transfer change skills to internal consultant so learning is continuous
Link change process to daily life of system
Pay attention to movement back to old behaviors
Move more away from project-driven change to strategy-driven change
Be sure customers and stakeholders are satisfied with intervention´s results
Separation
Recognize when separation is desirable
Leave the Client satisfied
Self-awareness
Be aware of how ones “whole person” impacts one´s practice
Clarify personal values
Clarify personal boundaries
Manage personal biases
Manage personal defensiveness
Recognize when personal feelings have been aroused
Remain physically healthy while under stress
Resolve ethical issues with integrity
Avoid getting personal needs met at the expense of the Client (i.e., financial, emotional, sexual, etc.)
Work within the limits of your capabilities
Perform effectively in an atmosphere of ambiguity
Perform effectively in the midst of chaos
Interpersonal
Develop mutually trusting relationships with others
Solicit feedback from others about your impact on them
Collaborate on internal / external OD professionals
Balance the needs of multiple relationships
Listen to others
Pay attention to the spontaneous and informal
Consistently maintain confidentiality
Interpersonally relate to others
Other
Handle diversity and diverse situations skillfully
Communicate directions clearly to large groups
Facilitate small group interventions (up to 70)
Be aware of the influences of cultural dynamics on interactions with others
Moving from skills and knowledge to competency
As was stated in last years Handbook, we are now moving the concept of skills and knowledge to competency. Our first effort will be to define an O. D. competency. With the help of Bob Tannenbaum, here is our first definition.
We define a competency as any personal quality that contributes to successful O. D. consulting performance. Basic areas of OD competency include relevant knowledge of professional theories, techniques and methods; human values; self-awareness; and performance skills.
Above you have performance skills and the self-awareness components. The 7th edition of the classic text “Organization Development and Change” has the essential O. D. knowledge. Worley and Cummings are the authors. Much work over the years on values has been done. Work is needed to identify the current core techniques and methods of the O. D. world.
Our survey gave us 50 pages of comments for open-ended questions. From that and other projects that I am working on I have gleaned additional competency areas that are emerging: The name(s) in parentheses are people that I am aware of that have expertise in the given area. I am sure there are more who share a specific expertise as well as many other emerging competency areas.
- Consulting at the Strategic Level (Worley)
- Large Scale and Total System Change Interventions (Cummings)
- Understanding and facilitating the on-going shift to high tech. (Conner)
- Consult comprehensively with speed and agility across cultures (Marshak – Kalee Jamison Group)
- Utilization of the lessons from complexity and life sciences (Olsen – Glenda Eoyang)
- Solid grounding in essential philosophical principals so one experiences a well-lived and mindful life – integration of Eastern Philosophy (Koestenbaum and Block, Chan Allan)
- Stronger conflict-resolution skills than in the past to deal with the emerging differences (NTL, Don Cole)
- Utilize measurement metrics that are solid; not just use smile sheets (Mirvis and Golembiewski)
- Ability to use a Whole-System Change and Transformation Approaches (Sullivan, Dannemiller, Quade, Cady, Rothwell)
- Be able to tie Organization Change and effectiveness to bottom line results (Beer, Cole)
- Utilizing more powerful facilitation and organizational influence (Burke)
- Facilitate simple conversations that lead to committed action (Wheatley and Juanita Brown)
- Virtual interventions using wireless technology and cyberspace (Lind and Jusidman)
- Be able to use small group dynamic skill in the marriage of large group and technology (Lind and Jusidman)
- Executive and individual coaching (Burke and associates at Columbia)
- Bringing in the timeless values and competencies from the founders in our field (Argyris, Seashore)
- Something around applied spirituality in an accepting of everyone´s different truth and sense of universality. (Wheatley, Vail, Tannenbaum, Cooperrider, Anderson)
- Being able to create “Conscious Transformation” at individual and system wide level (Ackerman and Anderson)
- Be able to utilize Appreciative Inquiry (Cooperrider)
- Be able to do Trans-Organization Development-help mergers, alliances and networks (Feyerherm)
- Practitioners being able to be risk takers as they generate more creative and innovative approaches to facilitation.
- System thinking and listening, collaboration and participation as well as strategic visioning and implementation.
- The ability to change and be more adaptable with changing times.
If you wish, you might email your answers to the following questions to :
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- What trends are most important, in your opinion, for influencing the competencies of O. D. practitioners ?
- Your response to the above list is ………………………………………………………………
3. What new competencies or performance skills do you think should be added to the above list ?
4. Your response to the above list is
……………………………………………………………….
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