Organization Development and Problem Resolution - Essay Example

Title: Instructor: Module: Name: Date: Organization development and problem resolution The market for consultancy has experienced extensive growth to meet global demand for executive services. Business training schools have traditionally played major role in provision of such services. However, in recent times multidisciplinary consultants have emerged to render problem solving services to organizations (McGee). Consultancy can be defined as an outside activity mend to structure decision making in organizations, by addressing interrelationship problems that hinder progress in organization through testing, coordination and problem solving. Meredith Belbin developed excellent process of decision-making based on team theory (Prichard 652-665). Belbin team theory by definition is the consultancy intervention which brings change in organizations. However, most consultancy and management theories are designed for organizations with hierarchal management system. In this set up, efforts of a worker is directed to production by performing standard tasks while leaders or managers basically make decisions and in most organizations workers are separated from leaders (Belbin). The models of leadership in such set up have a direct disadvantage to problem resolution. Belbin’s theory experimented on real teams for over 10 years on how to initiate changes in organizations. It was realized that for the process to be successful there is need for guiding principles to predict outcomes in organizational development (Belbin). In most firms high potential management and leadership requires adherence to key consultancy theories and models that are geared towards building strategic, change, management, and leadership capabilities in line with the widening international economic dynamics. Productions in firms depend majorly on outside executive consultancy service to manage sensitive and progress hindrance issues and also in formulation of policies to bring change in the organizations (Burnes). The main reason is because some problems that require certain service have a limited time occurrence and would not be cost-effective to train in-house senior executives. An alternative reason is that consultants have a wide experience in problem solving because they have handled a variety of tasks in different firms and economic sectors. These means consultants are up to date with questions on practices in industry, technology and information due to demands for their specialized skills and knowledge (Thomas). For this reason, most successful firms currently have adopted to neo-institutionalist theory and perspectives for outsourcing of purchases and organization services rather that sticking to training of technical competency in house. This has further driven increase in demand for consultancy services because of organizations isomorphism since they do not wish to be left behind or just to level the competition with other organizations (Belbin). This essay outlines a student reflection and practice of consultancy on designing approaches that initiate successful changes in organization development. Individual and group work is the key process in application of consultancy model in structuring and running a project to bring change in a general organization scenario. First contact and presentation of proposal for change in an organization determines the outcome in terms of client reactions. Theories and principles of consulatancy were applied effectively in negotiation and handling of client resistance (Belbin). The first contact with client during consultancy had the following expectations, either to get a negative, honest, true, genuine, real responses or indifferent but positive reaction. This resistance in flawless consulting can be defined as a masked, misleading, negative and dishonest feedback reaction from client. The strange reaction of client during consulting was identified to carry underlying issues which are known as shadow issues. The hidden feelings or thoughts may not have been part of the discussion but vital tools to be applied in further processes to initiate change in organization (Burnes). The shadow issues included family problems, failed projects, real personal aims, internal politics and personal vulnerability or fears that were not visible during discussion. The issues generated during discussion range from the discussable attributes like mission or vision statement, personal or team goals, strategies or any published statements of accounts in the firm. It was possible to understand the mixing issues manifested by the client during discussion to ascertain what they prefer and give appropriate reply (Burnes). The rationale was to place consultancy in the middle ground and applies various approaches to classify client resistance, for example head, hand and heart model was used to separate logical, pragmatic, and value based activities in the firm. Shadow maps were applied to recognize client resistance in terms of intellectualization, motivation, and identification of strong and failed ideas in order to push for solutions (fig 1). Fig. 1 shows how shadow map is applied in categorizing client resistance (Source: Shadow maps and change management). In addition, blocks theory was used in answering questions to the client, the three stage answering process in blocks theory draw a masking to the reactions as well as recognition of resistance. Reflection was important in dealing with resistance issues from past examples and underlying reasons for the resistance so as to lessen the reactions (Burnes). Creative and innovative ideas were essential in group discussion on problem-solving in organizations. Variety of approaches was applied to make ontological and epistemological choices to client reactions on proposal to effect change in organization development. Team spirit and teamwork building was essential and based mainly on Belbin theory on team building. Behavior of each individual in the team was used to assign team roles to enhance certain strengths and neutralize any perceivable weaknesses (Belbin). Secondly, group consultancy reflection sought to test Belbin’s suggestion that a team which has a wider team role ranges produce better results than that which has greater imbalance in role allocation. This task involved a team work group of four students that applied a self reflection inventory for each individual to evaluate success on the team roles (Belbin). According to Belbin theory, eight natural roles or personal attributes aid human beings in making decisions in teams. The Belbin roles expected each team to have balance in natural tasks, performing leaders either simulate or are typical in certain roles, and in cases where the team is not balanced there should be rules to compensate for the imbalance in order to attain success. Individual members in the team should be aware of the dual decision making styles that are automatically adopted. This was to help in decision making on which team one has to participate, tasks to be taken, and team interaction spirit to be played (Belbin). Guided Belbin theory individual team members were assigned roles as follows, team member 1 was assigned the plant role. This was due to the individual ability and characteristic of being serious–minded, innovative, intellect, and unorthodox. Team member 2 played the role of resource investigator because of personal attributes like enthusiastic, communicative, extroverted and curious in team work. These members had the capability to explore and link with people and make a quick response to problems or challenges (Belbin). The third team member was assigned as a team worker, the role was tasked to a socially orientated, sensitive, mild, ability in team spirit promotion, being indecisiveness in making decisions during crisis, lowering emotions or cooperative barriers through effective team work and versatile communication abilities, and because of the member’s ability to negotiate and find solution to other people’s problems (Burnes). The fourth team member played the role of a monitor or evaluator. This is a special characteristic of an individual who is unemotional, smart, sober, prudent, and able to make correct judgment. Other characteristics about the member are hard-headedness, discretion, lack of inspiration or motivation abilities to other team members. Basically the roles of monitor evaluator were to counter those of team member 1 who plays the role of plant this was to ensure that individual ideas presented during discussion meeting are analyzed amicably to arrive at a balanced decision (Burnes). Although the reality in the general organization was different from Belbin roles which are idealistic and not practical because was impossible to have an ideal balance. Belbin theory demonstrated that through understanding of imbalance in a team, compensation measures can be taken to counter the imbalance. This theory was much needed in building a proposal to offer exceptional consultancy and problem resolution in organization development through team work (Belbin). Each member in the group carried out individual consultancy tasks which require skills for change management by proposing a sustainable change through initiated programmes at every level. The general account was that change can only happen when there are predictable benefits from proposed solutions. It is therefore the task of the consultant to prove to the client the positivity of the intervention and the possible outcomes after consultancy. In most cases it is difficulty for organizations to shift from traditions practices to adopting new ideas. Decision making to any change requires an understanding of the benefits to current working ways and the underlying factors that enhance or limit the change (Belbin). There are two main levels of initiating change in any organization. First is by changing the conduct of a worker at the individual level and second is the change in group performance at the group level. The main driving force for firms to seek news strategies and policies of change are response to the increased competition on global market, advancement in technology, scarcity of resources and sometimes intervention by governments. It is therefore necessary for consultants to choose approach for change that is either planned or need arising or emergent (Thomas). Kurt Lewin (in Burnes) analysis on a planned approach developed three important steps that identify individual’s behaviour as a function of the group and group behavior having a constraint on individual’s behavior. The three step processes involve destabilization and unblocking the initial status quo or prevailing conditions in the organization (Burnes). The second step is the movement towards implementation of change and the last step ire-stabilizes of the effected changes. These steps can be summarized as Unfreeze, move and refreeze consecutively. In contrast, incremental model gives an alternative model for effecting change in organization by suggesting solutions for each problem must be found and solved at a time to allow for frequent stability periods before initiating another change (Burnes). Kotter developed eight steps for successful initiation of changes in organizations by putting in account the urgency, building consensus, having a vision and developing strategies, communicating the stated vision properly, perceive immediate wins, carry out consolidated gains that will produce extra changes, and finally anchoring the new changes in to culture and practices of the organization (Kotter). Subsequently, a model by Kubler-Ross clearly depicts the reactions to new ideas and the transitions that occur as the change takes effect in the organization (Fig 2) Fig. 2 shows a transition curve on staff reaction over time to changes in organizations. Management and implementation of change a process in the organization development was very critical and assumed the need to consider disposals, discoveries of the new system and addressing of depressing-spot sentiments. The method of change management applied a planned approach identifying managers holding key positions in the organization as the change agents. There was need to adopt different styles depending on the dynamism of arising situations (Burnes). The knowledge of Cope’s change management matrix were applied to initiate the process and also to ensure smooth implementation of change (fig.3) (Source: Cope). Fig.3 shows the change management matrix based on Cope’s management methods. The group discussed implications for change implementation and management based on the change ladder that considers cultural values, motivation and mission, available competences and skills resources, implementation procedures, plans and processes, and structures and assets in the organization for effective implementation and change management. This can be summarized as ethos, desire, capabilities, blueprint and assets consecutively (Cope). Intervention needs involved identification of factors that would hinder successful implementation and their analysis for each level. The drivers or agents of change were informed on the delivery of the changes by recognizing and offering explanation on the different patterns that would lead successes on short term but long term failure, and finally evaluation measures were set up to confirm success at every stage(Cope). In conclusion, reflective assessment at both individual and group work is essential in making a conclusive consultancy. The client reaction and sentiments for change should be handled by creating a receptivity environment before announcement. Secondly, diagnosis should be carried out to ascertain reasons for denial and involved participation of a staff support in repeating explanations for the need to adopt change. The depression, aspect in the organization ought to be resolved by allowing complaints from the client to be freely aired and be supported by being attentive through listening to the complaints (Burnes). Similarly, there is need for continued explanation of the positive results if the organization is to impress new changes through setting up new targets that does not violate previous approaches. This is then followed with a testing strategy that encourages experiments to be carried out on the changes and to ensure that no blames occur incases of negative outcomes. In addition, another strategy can be used to review and consolidate performance and communicating rewarding benefits. Lastly, the overall client reaction should be determined by reflection through a structured learning on organization change and unstructured review of feedback on the organization development (Prichard 652-665). Works cited Burnes, B. Managing Change. 4th ed. Harlow: FT Prentice Hall, 2004. Cope, M. Seven Cs of Consulting. 2nd ed. Harlow: FT Prentice Hall, 2003. McGee, and Kitchen, S. The consulting Industry in the New World of Information. Warwick business School, 2000. Belbin, Meredith. Management Teams: Why They Succeed or Fail. Haltstead press, 1981. Kotter, J. Leading Change: Why transformation efforts fail. Harvard Business Review. March – April, 1995. Thomas, F. High performance Consulting Skills: The Internal Consultant’s Guide to Value-Added performance. Thorogood publishing, London, 2003. Prichard, JS, and Neville A. Testing Belbin’s team role theory of effective groups. Journal of management Development. MCP UP, 18. 8 (1999): 652- 665 Read More