UWI Organization Developed in management | Summaries Organization Behaviour

Chapter 6

The Role of the Old Practitioner/Change Agent

• Old practitioners are also known as change agents, and they are seen as driving the

change process forward.

• They can be internal or external to the organisation.

o Internal practitioners can include line managers or those in HR, but many

individuals in other designated roles may perform aspects of the OD

(Organisational Development) function.

o Some organisations, like Disney, have designated OD departments, but this is

not always the case.

o External practitioners are consultants brought in for training, retreats, change

programs or conflict resolution.

• Organisations may use a mix of internal and external practitioners, depending on the

issue.

• The role of the OD practitioner is not easy and requires various skills. They need to be

a diagnostician, social science researcher, and critic. The critic acts as a devil's

advocate, recognising that change is not easy and there are many factors that can

impact the success or failure of any intervention.

• An OD practitioner can also be a sponsor, who is usually someone at a higher level

with the power to motivate and drive change, as well as secure funding.

• The probability of effective implementation is low if change is not supported and

funded at the highest levels.

Internal vs. External Practitioners

• Factors to consider when choosing between internal and external practitioners:

o Type of problem/opportunity:

▪ Internal practitioners are better suited for micro-level, employee or

group-level problems.

▪ External practitioners are better suited for macro-level, all-level type

problems.

▪ External practitioners are often used for techno-structural and strategic

interventions.

o Cost/Financial Resources:

▪ It is more cost-effective to use internal practitioners as they are already

paid, and external consultants are costly.

▪ Organisations need sufficient financial resources to recruit external

consultants.

o Expertise/Competencies:

▪ Internal practitioners may lack the expertise to develop and implement

certain OD interventions.

▪ If the required skills do not exist in-house, the organisation has to look

outside.

o Familiarity with the Organisation:

▪ Internal practitioners are familiar with the culture and employees, but

this can also lead to bias.

▪ They are familiar with the value systems, goals and objectives of the

organisation.

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Chapter 6 The Role of the Old Practitioner/Change Agent

Old practitioners are also known as change agents, and they are seen as driving the change process forward.
They can be internal or external to the organisation. o Internal practitioners can include line managers or those in HR, but many individuals in other designated roles may perform aspects of the OD (Organisational Development) function. o Some organisations, like Disney, have designated OD departments, but this is not always the case. o External practitioners are consultants brought in for training, retreats, change programs or conflict resolution.
Organisations may use a mix of internal and external practitioners, depending on the issue.
The role of the OD practitioner is not easy and requires various skills. They need to be a diagnostician, social science researcher, and critic. The critic acts as a devil's advocate, recognising that change is not easy and there are many factors that can impact the success or failure of any intervention.
An OD practitioner can also be a sponsor , who is usually someone at a higher level with the power to motivate and drive change, as well as secure funding.
The probability of effective implementation is low if change is not supported and funded at the highest levels. Internal vs. External Practitioners
Factors to consider when choosing between internal and external practitioners: o Type of problem/opportunity : ▪ Internal practitioners are better suited for micro-level, employee or group-level problems. ▪ External practitioners are better suited for macro-level, all-level type problems. ▪ External practitioners are often used for techno-structural and strategic interventions. o Cost/Financial Resources : ▪ It is more cost-effective to use internal practitioners as they are already paid, and external consultants are costly. ▪ Organisations need sufficient financial resources to recruit external consultants. o Expertise/Competencies : ▪ Internal practitioners may lack the expertise to develop and implement certain OD interventions. ▪ If the required skills do not exist in-house, the organisation has to look outside. o Familiarity with the Organisation : ▪ Internal practitioners are familiar with the culture and employees, but this can also lead to bias. ▪ They are familiar with the value systems, goals and objectives of the organisation.

o Objectivity/Perspective : ▪ External practitioners can bring a fresh perspective and may be seen as more objective. ▪ External practitioners are often better at challenging the status quo. o Credibility/Reputation : ▪ Internal practitioners may not be seen as credible, and there might be resistance to change due to a negative reputation. ▪ External practitioners may gain more support from employees because of their perceived objectivity. ▪ External practitioners may be viewed as outsiders and mistrusted. o Alignment : ▪ Internal practitioners may be more aware of how change will align with company goals.

Organisations often use a combination of internal and external practitioners for macro-level interventions. Examples Used
Disney was mentioned as an example of a company with a designated OD department.
The TT post case was used to illustrate the use of both internal (ministry personnel) and external (New Zealand Post International Limited) OD practitioners in a large- scale restructuring. This case was referred to multiple times during the lecture. It highlights the importance of expertise, resources, and the combination of internal and external perspectives. o The New Zealand Postal Corporation was highlighted as having expertise and experience with similar large-scale interventions.
The R&B acquisition in Trinidad was mentioned as an example where external consultants with expertise in acquisitions would be needed.
The teacher also gave an example of a general ministry of thinking, where the sponsor needs to fully support and fund any change interventions. Key Teaching Points
The teacher emphasized the importance of reading ahead and being prepared for class discussions.
There are no right or wrong answers in class discussions.
Class discussions are critically important, as there are no tutorials.
The teacher will provide guidelines for the final exam and emphasized that students should already be thinking about it.
Students were encouraged to form clusters and discuss factors when choosing between internal and external practitioners.
The teacher used questions and group discussions to reinforce learning. Additional Notes
The lecture will move on to the role of organisational leadership in the ODE process next week.
Students need to refresh their memories on core leadership theories before the next class.

UWI Organization Developed in management, Summaries of Organization Behaviour

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