OD Intervention Analysis

712 Words 3 Pages
The field of Organizational Development has produced a plethora of interventions for the practitioner to choose from to facilitate change. Brown (2011) defines interventions as key learning processes that could address the means, activities, or programs that support organizations and individuals achieve the goals of their change projects. Although, the list of OD interventions continues to grow, selecting an effective intervention can be seen as a measurement of the practitioner’s ability to identify change goals and discern needs and appropriate interventions (John, 2013). John (2013) believes “…that the most critical skill for [OD]consultants is not only designing or implementing interventions, but choosing the most effective intervention …show more content…
Another aspect for demonstrating OD competencies is the practitioner’s mindfulness that interventions should provide opportunities for problem-solving, developing the human capabilities and creating efficiencies and opportunities (Brown, 2011, p.183).
Therefore, with when selecting an intervention Brown (2011) subscribes to three guidelines the OD practitioner should consider. First, for an intervention to be effective OD practitioners should have a grasp on is how the intervention will yield results for the stated problem. Second, what the implementation will require from both the practitioner, the organization and the stakeholders. Finally, the OD practitioner should identify and evaluate how will the intervention be accepted and ways to deal with any resistance.
The two interventions I selected for this discussion focuses on the human capacity building for the change process and its direct link to organizational effectiveness. Additionally, I selected these interventions since they align with consulting experience and my future interest of specialty in
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Talent Management “… is an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy and retain talent to achieve strategic objectives and meet future business needs (Silzer & Dowell, 2010) (As cited by Church, APA 2013). Talent management from an OD perspective works with organizations to ensure they have individuals that contribute to the overall organizational capabilities that support the planned change (Morgan & Jardin, 2010; Watson & Cormack, 2012). Although talent management can have a diversity of meanings in the human resources field, OD role in talent management is strategically focused on supporting the change goals. For example, the OD practitioner’s interventions could include the measurement of organizational and individual capability gaps; alignment of strategic orientation, design, and people; deployment of talent; and the expansion of organizational and individual capabilities (Morga & Jardin, 2010, p. 26). However, Morgan and Jardin (2010) points out the need and value for collaboration between OD and HR. The researchers explain the “…use their valuable interdependencies and complimentary skill sets, knowledge, and roles to leverage their unique purview of the whole organization and have impact at the whole system level” (p.

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