C4

Front 1

CHAPTER 4

Front 2

Thereare two types of change in organizations. Identify and explain them.

Back 2

RANDOM/HAPHAZARD CHANGE:forced on organization by external environment. Organization is not preparedfor this change.

DELIBERATE CHANGE: attempts tomodify the organization (change is wanted).

Front 3

Whatis the difference between an external practitioner and an internalpractitioner? State the advantages and disadvantages of each type.

Back 3

SEE MULTIPLE ANSWERS ON FOLLOWING CARDS.

Front 4

EXTERNAL PRACTITIONER:

Back 4

Notpreviously associated with the client. Advantages – different viewpoint andobjectivity and they are not dependent on the organization. Disadvantages –unfamiliar with the organization, culture, communication networks, and powersystems.

Front 5

INTERNAL PRACTITIONER:

Back 5

This isa member of the organization who can be either a top executive, an employee whoinitiates change in a work group, or someone from the human resources or ODdepartment. Advantages – familiar with culture, norms, and power structure andhas personal interest in the organization. Disadvantages – may lack specializedskills, lack of objectivity, and may lack necessary power and authority.

Front 6

Whatis an external-internal practitioner team?

Back 6

This is probably the mosteffective approach because the partners bring complementary resources. Theexternal practitioner brings expertise, objectivity and new insights while theinternal practitioner brings knowledge of issues and norms and awareness ofstrengths and weaknesses.

Front 7

Whatare the two dimensions on which practitioner styles are assessed?

Back 7

EFFECTIVENESS: degree ofemphasis upon goal accomplishment.

MORALE: degree of emphasisupon relationships and satisfaction.

Front 8

Whatare the 5 practitioner styles? Describe each one.

Back 8

SEE MULTIPLE ANSWERS ON FOLLOWING CARDS.

*You do not haveto use any one particular style. Different situations will require differenttypes and so it is best to utilize bits and pieces of all of them.

Front 9

1) STABILIZER:

Back 9

Maintains a lowprofile and tries to survive by following directives.

Front 10

2) CHEERLEADER:

Back 10

Placesemphasis on member satisfaction and does not emphasize organizationaleffectiveness.

Front 11

3) ANALYZER:

Back 11

Places emphasison efficiency but pays little attention to the satisfaction of members.

Front 12

4) PERSUADER:

Back 12

Seeks compromisebetween cheerleader and analyzer styles and achieves average performance.

Front 13

5) PATHFINDER:

Back 13

Seeks highorganization efficiency and high member satisfaction. This is the desired stylefor an OD practitioner.*You do not haveto use any one particular style. Different situations will require differenttypes and so it is best to utilize bits and pieces of all of them.

Front 14

Whatare the 6 processes that the pathfinder focuses on?

Back 14

1) Communication

2) Member roles in groups

3) Group problem solving

4) Group norms and growth

5) Leadership and authority

6) Intergroup cooperation

Front 15

Whatis an intervention?

Back 15

Coming between members of anorganization for the purpose of change. They consist of planned activities thatusually involve the top manager.

Front 16

Whois the client?

Back 16

This question becomes morecomplex as the practitioner intervenes. The client may be the organization,certain divisions, or even an individual.

Front 17

Whatrole does the practitioner play in the intervention?

Back 17

They operate on the beliefthat the team is the basic building block. They are concerned with howprocesses occur and do not take control. They believe that assisting a clientto change leads to a lasting solution.

Front 18

Whatare the 6 key skill areas that are critical to the success of a practitioner?

Back 18

1) Leadership

2) Project management

3) Communication

4) Problem solving

5) Interpersonal

6) Personal

Front 19

Whatis perception?

Back 19

The process that individualsuse to give meaning to their environment. However, perception is selection.People tend to ignore information that conflicts with their values.

Front 20

Whatare some ways to develop a trust relationship between client and practitioner?

Back 20

Questions, advising,reflection, interpretation, self-disclosure, and silence.

Front 21

Tocreate a climate for change, the practitioner must create a climate of…

Back 21

Openness, authenticity, andtrust.

Front 22

Whatare the 4 practitioner-client relationship modes? Explain.

Back 22

SEE MULTIPLE ANSWERS ON FOLLOWING CARDS.

Front 23

1) APATHETIC:

Back 23

Client keepsquiet about their true ideas with the practitioner and is skeptical aboutchange.

Front 24

2) GAMESMANSHIP:

Back 24

Client keepsquiet about their true ideas with the practitioner and manipulates strategicfactors.

Front 25

3) CHARISMATIC:

Back 25

The client’sview of change is taken from the leaders cue—members view change as desirableif leaders approve. A limited number of members share their ideas. - 4) CONSENSUS: both the clientand the practitioner share their perceptions. Differences are worked through.

Front 26

4) CONSENSUS:

Back 26

Both the clientand the practitioner share their perceptions. Differences are worked through.

Front 27

Whatare some elements found on a contract with an external practitioner?

Back 27

Point of contact, role ofpractitioner, fees, schedule, anticipated results, and operating ground rules.

Front 28

Whatare some warning signs in a practitioner-client relationship?- Change in the level ofcommitment of the client.- Client’s manipulative use ofthe practitioner’s power.- Degree of power to influencechange.

Back 28

- Change in the level ofcommitment of the client.

- Client’s manipulative use ofthe practitioner’s power.

- Degree of power to influencechange.