THE ORGANIZATION DEVELOPMENT INSTITUTE INTERNATIONAL,
LATINAMERICA
The Organization Development
Institute International, Latinamerica is a non profit educational
association, organized to promote a better understanding of
and disseminate information about Organization Development in
Latinamerica.
In 1989 Dr. Donald W. Cole,
RODC, authored a book titled “Professional Suicide or Organizational
Murder”. In this book Dr. Cole shows what is driving managers
off course and how this process can be reversed. It is an account
of how a clinical program to help managers and scientists at
TRW with their personal problems developed into a management
development / O.D. project to help the organization manage creative
people more effectively. The book was originally published by
McGraw-Hill in 1981, and it was republished in 1989 by The O.
D. Institute (232 pages, $ 18.00).
In 1997 and in 1999
I have been very fortunate receiving the visit of Dr. Donald
W. Cole in Argentina to help disseminate O. D. knowledge,
practices and values. If today we have an O. D. Institute International,
Latinamerica we can say that it is due to Dr. Cole´s inspiration,
illumination and continuous assistance and support.
The O. D. Institute International,
Latinamerica has been providing services to executives and organizations
in an effort to integrate individuals Career Development with
Organizational Development, Change & Growth, making use
of Dr. Cole´s monumental work (“Professional Suicide or Organizational
Murder”). However, and as in many countries in Latinamerica
nowadays these executives are having problem in re-entering
organizations, The O. D. Institute International, Latinamerica
is dedicating many of its efforts, energy and resources to help
and assist these executives in career plans that may have to
go through non-traditional routes (outside formal organizations).
Membership in The O. D.
Institute International, Latinamerica has no financial cost,
and it is being provided as a way to contribute in helping others
to match O. D. with I. D. (individual development) and growth. This
no-cost membership can be done at The O. D. Institute International,
Latinamerica because, in turn, we benefit from the services
provided by The O. D. Institute, under the Presidency of Dr.
Donald W. Cole. Also we offer more than 90 % of our Books and
Articles at no-cost when they are delivered digitally.
The O. D. Institute International,
Latinamerica has the most complete Library on Organizational
Development, Organizational Change, and Organizational Creation.
The Library is located in downtown Buenos Aires, Argentina where we also have more than
800 square meters dedicated principally to services
of Training and Performance Improvement.
We strongly encourage O.
D. practitioners and trainers to work cooperatively with their
colleagues and their Clients. There are already too many professional
organizations that deliver their services with an authoritarian
consulting style and within a bureaucratic structure. We also
feel comfortable in The Organization Development Institute International,
Latinamerica achieving consensus through dissent.
There is NO financial membership
charge at The Organization Development Institute International,
Latinamerica. However, and in order to encourage reciprocity
in This life, we are happy to receive Help from our members
that can be used, in turn, to help Others.
Eric Gaynor Butterfield
President and Founder of The
O. D. Institute International, Latinamerica
Location of the Institute: Florida 141, 2nd floor, Buenos Aires, Argentina
Phone : (54 11) 4334-3341, 4334-3345, 4343-2930 y 4342-3023
Email: informes@theodinstitute.org
www.theodinstitute.org
THE ORGANIZATION DEVELOPMENT INSTITUTE INTERNATIONAL,
LATINAMERICA
Published by The Organization Development
Institute International, Latinamerica. Following the inspiration
and illumination of Dr. Donald W. Cole, President of The O.
D. Institute, Worldwide
“Guiding the Future of People Working Together”
THE ORGANIZATION DEVELOPMENT INSTITUTE INTERNATIONAL,
Latinamerica - ADVISORY BOARD
DR. DONALD COLE, RODC
Chesterland, Ohio, USA
Eric Gaynor Butterfield, RODP – President
& Founder
Buenos Aires, Argentina
DR. MARILYN E. LAIKEN, RODC
Toronto, Canada
DR. JOANNE PRESTON, RODC
New Orleans, LA, USA
ROLAND SULLIVAN, RODP
Deephaven, MN, USA
WILLIAM A. WHEELER, RODP
Newport News, VA, USA
THE
ORGANIZATION DEVELOPMENT INSTITUTE INTERNATIONAL, Latinamerica:
CONSULTING AGREEMENTS
In exchange for inviting
you to be a member of a Consulting Team and in exchange for
introducing you to the participants in our programs and to our
Client organizations, we expect you to make the following commitments:
1. If you are unhappy
about something, we expect you to speak to the Team Leader or
the organization hosting your visit. We ask that you NOT complain
to the participants, to the Client organization, and especially
not to the funding organization. We would like you to work with
us to resolve problems in a win-win fashion.
2. We ask that you
not recruit consulting assignments from the Client organizations
to whom you have been introduced or from participants in the
programs to which you have been assigned without written permission
from the organization hosting your visit.
3. We require that
you not behave in such a way as to take Clients away from the
organization sponsoring your visit. If a participant in a program
sponsored by your host wants to hire you, we expect that this
request is made to you as an agent of the organization sponsoring
your visit and not to you as an independent operator. And, we
expect you to share this request with the organization hosting
your visit. Please remember that you have been invited as a
member of a Consulting Team, not as an independent operator
free to function in any way that you like. If you would like
to recruit consulting assignments for yourself on behalf of
the organization hosting your visit, that is acceptable. And,
these arrangements can be made in consultation with representatives
of the organization sponsoring your visit.
4. After we have
introduced you to a country and to some of the people in that
country, we do not want you recruiting projects for yourself
and then returning to that country on your own to engage in
activities to which your host could object. This behavior violates
The O. D. Code of Ethics Section III, subsections C, D and E
and Section V. In order that there be no misunderstandings as
to whether or not your host objects, we want you to agree not
to engage in any consulting / facilitating / training activities
in a country where you have been hosted by us unless you have
written permission to do this. We require written permission
to insure that a discussion takes place and to avoid any misunderstandings
as to whether permission has or has not been given. We believe
that hosts will not be unreasonable about giving permission.
We want to build collaborative relationships in the countries
where we go, not generate hostility and resentments.
5. If part of your
contract is room and board, room and board is provided only
for the days that you are working. For those on one-week assignments,
this would be from Saturday night through Saturday night. If
you want to arrive early for your assignment or stay late, the
cost of room and board for that is your responsibility, unless
special arrangements have been made in writing.
6. It is best to
make all telephone calls from a public telephone. Many hotels
and conference centers are unable to distinguish between collect
calls and regular calls. So, you must be willing to pay for
all calls, including collect calls, at the time when
you check out.
7. Before you leave
the country we would like you to send us (and the Team Leader)
a Final Report on the consulting project. Also, and within 15
days after you return, while things are still fresh in your
mind, we would like you to write us a letter about your experiences,
your feelings, the things that went well and especially about
the things that did not go well so that we can improve.
Team members are asked
to sign this agreement and agree to live in accordance with
its spirit as well as with the letter of its specific provisions.
THE
O. D. INSTITUTE INTERNATIONAL, Latinamerica: LIBRARY SERVICES
The O. D. Institute International, Latinamerica
cuenta con la más completa Biblioteca en materia de Desarrollo
Organizacional, Cambio Organizacional y Creación Organizacional.
La misma está ubicada en pleno micro-centro
de nuestro Instituto con sede en Latinoamérica, en la ciudad
de Buenos Aires, a menos de 2 cuadras de la Casa de Gobierno,
de la Catedral y de la reconocida Plaza de Mayo.
Los ejecutivos y profesionales miembros
de The O. D. Institute International pueden hacer uso del servicio
de Biblioteca sin costo alguno. La Biblioteca incluye la Publicación
trimestral que edita The Organization Development Institute,
world-wide y que es en la actualidad la publicación más citada
(por otros) en el planeta en materia de Desarrollo Organizacional.
Un beneficio adicional que tienen
los miembros de The O. D. Institute International, Latinamerica
a través de los servicios de Biblioteca, consiste en la asistencia
de “free office hours” en consultoría, training y performance
improvement, ya que pueden hacer uso de las prestaciones de
Socios del Instituto en la interpretación y resumen de textos,
incluso en forma presencial.
Un servicio adicional de la Biblioteca
consiste en la oportunidad que tienen los miembros de compartir
sus puntos de vista respecto de las “Best Practices” y las “Best
Theories” en Management dentro de organizaciones competitivas.
Apreciamos en este sentido las colaboraciones de sus socios
y miembros en materia de artículos que se relacionen con casos
concretos como también de trabajos de investigación en ciencias
del comportamiento dentro del ámbito empresarial.
THE O. D. INSTITUTE INTERNATIONAL,
Latinamerica: CONFERENCE & MEETING ROOMS
We offer our Conference,
Training and Meeting Rooms to our Clients, and they can be used
throughout the 365 calendar days from 7.30
am.
- 22.15. Our room capacity runs from 3 to 75 participants.
Our Conference, Training and
Meeting Rooms are fully equipped with all the necessary audiovisual
and training equipment.
Some PUBLICATIONS
from THE O. D. INSTITUTE INTERNATIONAL, Latinamerica
- “Organizaciones & Cambio”, traducción de la versión en inglés editada por
The Organization Development Institute, Worldwide; Editor
: Dr. Terry Armstrong. This
Newsletter is distributed electronically.
- “The Organization Development Journal, Latinamerica”;
distributed electronically every quarter. It includes an
abstract of Articles published in the “The Organization
Development Journal” and also articles written mostly
by members of “The Organization Development Institute International,
Latinamerica”. The O. D. Journal is published quarterly since
the fall of 1983, has Dr. Donald Cole as Publisher; it has
become the most frequently cited O. D. publication in the
world.
- “The International Registry of Organization
Development Professionals and Organization Development Handbook”;
distributed electronically every year. It lists all O. D.
organizations worldwide, information on O. D. academic programs
worldwide, including which programs have been accredited by
The O. D. Institute, bibliographies, members of The Organization
Development Institute, Worldwide, and information on how to
get a job in O. D. We encourage O. D. people in Latinamerica
to take a look at other issues that have been reproduced directly
from “The International Registry of Organization Development
Professionals and Organization Development Handbook”; they
are:
-
Assumptions
of The O. D. Institute
-
The
O. D. Institute Advisory Board
-
The
O. D. Institute International, Latinamerica Advisory Board
-
The
O. D. Institute – An Historical Perspective
-
The
International O. D. Code of Ethics
-
Ethical
Guidelines for O. D. Professionals
-
The
Outstanding O. D. Consultant of the Year Award – 1979 to date
-
The
O. D. Institute World Congresses – 19799 to date
-
The
O. D. Institute – USA Congresses (Annual Information
Exchange)
-
Publications
from the O. D. Institute
-
A
Brief History of The O. D. Journal
-
Building
the Field of O. D. into a Profession
-
Competencies
for Practicing O. D.
-
O.
D. Bibliography & Core Literature in O. D.
-
Committees
of The O. D. Institute
-
The
O. D. Institute Electronic Network Committee
-
Members
of The O. D. Institute, Worldwide
-
An
O. D. Certification Program
-
The
O. D. Institute Consulting Agreements
- “Suicidio Profesional o Asesinato Organizacional”.
Dr.
Donald W. Cole, RODC, and Eric Gaynor Butterfield, RODP, 2003. A book based on Dr. Donald W. Cole´s work at a high-tech firm that
shows just what´s driving managers off course and how this
process can be reversed. It is an account of how a clinical
program to help managers and scientists at TRW with their
personal problems developed into a management development
/ O.D. project to help the organization manage creative people
more effectively. Originally published by McGraw-Hill in 1981
(“Professional Suicide or Organizational Murder”), it was
republished in 1989 by The O. D. Institute (232 pages, $ 18.00).
Este libro es de directa aplicación en especial
para todos aquellos ejecutivos que trabajan en grandes corporaciones
y esperan recorrer – exitosamente – el camino hacia la cúspide.
- “Desarrollo Organizacional (OD) ¿Suicidio Profesional
o Asesinato Organizacional?, en “Revista Ejecutivo de Finanzas del IAEF”, Junio de 1998; diálogo
entre Eric Gaynor Butterfield y el Dr. Donald Cole, Presidente
de The O. D. Institute.
Abstracts de Eric Gaynor Butterfield de más de 50 autores de mayor renombre en
Teoría, Cambio y Desarrollo Organizacional. Editado por “The
O. D. Institute International, Latinamerica”, septiembre de
2004.
- Abstracts de Eric Gaynor Butterfield de los siguientes autores (Teoría, Cambio, Comportamiento
y Desarrollo Organizacional) :
Argyris, Chris
Barnard, Chester I.
Blake, Robert
Blau, Peter & Scott, W. Richard
Boulding, Kenneth
Braverman, Harry
Burnham, James
Burns, Tom;
Chandler, Alfred
Cole, Donald W.
Crozier, Michel
Drucker, Peter
Etzioni, Amitai
Fayol, Henry
Fiedler, Fred E.
Galbraith, John K.
Goleman, Daniel
Gouldner, Alvin W.
Hannan, Michael T.
Herzberg, Frederick
Hofstede, Geert
Jaques, Elliot
Lawler III, Edward
Lawrence, Paul
Leavitt, H. J.
Likert, Rensis
Lindblom, Charles
March, James
Mayo, Elton
Mc Gregor, Douglas
Michels, Raymond
Mintzberg, Henry
Moss Kanter, Rosabeth
Ouchi, William
Parker Follett, Mary
Parkinson, C. Northcote
Perrow, Charles
Peter, Laurence J.
Peters, Thomas J.
Pfeffer, Jeffrey
Pugh, Derek
Schein, Edgar H.
Schumacher, E. Fritz
Silverman, David
Simon, Herbert
Sloan, Alfred P.
Sullivan, Roland
Tannenbaum, Arnold
Taylor, Frederick W.
Thompson, James D.
Thompson, Victor
Urwick, Lyndall
Vickers, Geoffrey
Vroom, Victor
Weber, Max
Whyte, William H.
Wight Bakke, W.
Williamson, Oliver
Woodward, Joan
Other
Corporate Training Materials : Corporate Training Manuals (CTM) – Power Points
- Organizational Development
- Corporate Organizational Development
- Team Work & Organizational Development
- Emotional Intelligence & Organizational Development
- Emotional Intelligence & Revenues
- Negotiation Skills in Sales & Purchasing
- Emotional Intelligence as a Tool for Change
- NLP and Organization Change
- Career and Executive Development
- Leadership and Management
- Professional Suicide or Organizational Murder (based
on Dr. Donald W. Cole book, same title, 1981)
- Emotional Intelligence and Consulting
- Developing Internal Consultants
- Consulting : Types, Methods, Techniques & Organizational
arrangements
- Training : Types, Methods, Techniques & Organizational
Arrangements
- Facilitating : Types, Methods, Techniques &
Organizational Arrangements
- Emotional Intelligence in Education
- Emotional Intelligence in Health
Abstracts de Eric Gaynor Butterfield de más de 100 artículos
publicados en el “O. D. Journal” de The Organization Development
Institute, world-wide, Presidente Dr. Donald Cole. “The O. D.
Journal” es la publicación más citada en el planeta en relación
con Cambio y Desarrollo Organizacional.
Abstract de Eric Gaynor Butterfield de la publicación
de The O. D. Institute titulada “Conflict Resolution Technology”.
Dr. Donald W. Cole, RODC, 1983.
A collection of papers from the 2nd
O.D. World Congress and other authorities in the field on the
technology of non-violent conflict resolution. Available from
The O. D. Institute (244 pages, $ 18.00).
Abstract de Eric Gaynor Butterfield
del trabajo titulado “Organization Development : A Straightforward
Reference Guide for Executives Seeking to Improve Their Organizations”;
editado por The O. D. Institute en el año 1991. (20 pages, $
5.00).
Abstract de Eric Gaynor Butterfield
de la publicación de The O. D. Institute titulada “Improving
Profits Through Organization Development”, 1995. Provides
a method for determining the bottom line dollar value of an
O. D. project (28 pages, $ 5.00).
Abstract de Eric Gaynor Butterfield
del libro editado por The O. D. Institute titulado “What
is New in Organization Development”, Dr. Donald W. Cole,
RODC, Dr. Joanne C. Preston, RODC, and Dr. Joel S. Finlay, RODC.
A response to the assertion that “O.D. is dying”, 1994. Available
from The O. D. Institute (404 pages, $ 18.00). It includes the following articles of The O. D.
Journal.
“A Personal View of The Field:
What´s New In Organization Development ?” by Robert T. Golembiewski,
Ph. D., RODC, Baldwin Hall, University of Georgia, Athens,
GA 30602 – in “What is New in Organization Development”, edited
by The Organization Development Institute, Chesterland, Ohio
44026, USA
Strategic Change Management” by
Lou Bronson, 6306 Pickett´s Way, Acworth, GA 30101, in “What is New in Organization
Development”, edited by The Organization Development Institute,
Chesterland, Ohio 44026, USA
“Technology Transfer & OD:
The New Competitive Advantage” by Alan M. Barrat, Executive
Development Systems, Inc., 3 Wake Robin Road, Westport, CT,
06880, in “What is New in Organization
Development”, edited by The Organization Development Institute,
Chesterland, Ohio 44026, USA
“Measuring Organizational Structure
: An Introduction to the Emerging Field of Structural Analysis
and Organizational Design / Redesign/ Restructuring” by Keith
R. Johnson, Illinois Benedictine College, Department of
Management & OB, 5700 College Road, Lisle, IL, 60532,
in
“What is New in Organization Development”, edited by The Organization
Development Institute, Chesterland, Ohio 44026, USA
“Performance
Appraisal : A New Direction for O. D.” by Courtland M. Chaney,
Ph.D., RODP, Department of Management, Louisiana State University,
Baton Rouge, Louisiana, 70808, in “What is New in Organization
Development”, edited by The Organization Development Institute,
Chesterland, Ohio 44026, USA
“Matching
O. D. Processes with Phases of New Venture Development”, by
Lawrence C. Minks, Ed.D., RODP, Division of Business, Brescia
College, 717 Frederica Street, Owensboro, KY 43201,
in
“What is New in Organization Development”, edited by The Organization
Development Institute, Chesterland, Ohio 44026, USA
“OD
Interventions in Catholic Religious Orders”, by David Coghlan,
The National College of Industrial Relations, Sandford Road,
Ravelagh, Dublin 6, Ireland, in “What is New in Organization
Development”, edited by The Organization Development Institute,
Chesterland, Ohio 44026, USA
“OD
Interventions in Health Care Organizations”, by James A. Johnson,
Ph.D., RODP, Medical University of South Carolina, Dept.
of Health Services Administration, Charleston, SC, 29425-2701 & R. Wayne Boss, Ph.
D., University of Colorado, Dept. of Management, Boulder,
CO 80309-4019, in “What is New in Organization Development”,
edited by The Organization Development Institute, Chesterland,
Ohio 44026, USA
“The
Imperative of Trascending Routine HRD for OD in the Health &
Human Service Sector”, by David B. White, Ph. D., MPH, RODP
– Director, Health Administration Programs, Department of
Education & Health Services, Saint Joseph´s University,
5600 City Avenue, Philadelphia, Pennsylvania, 19131-1395, in “What is New in Organization Development”,
edited by The Organization Development Institute, Chesterland,
Ohio 44026, USA
“Applications
of Psychosynthesis : To Managerial and Organizational Development”,
by John W. Cullen, Ph. D., IAMOP, 3308 Radcliffe Road, Thousand
Oaks, CA, 91360, in “What is New in Organization
Development”, edited by The Organization Development Institute,
Chesterland, Ohio 44026, USA
“Outcome
Theory as an Integrative Explanation for Social Power”, by Joseph
S. Fiorelli, Ph. D., RODC, 30942 Canterbury Place, Laguna
Niguel, CA 92677 & Mark A. Kizilos, Department of
Management and Organization, Graduate School of Business Administration,
University of Southern California, Los Angeles, CA 90089-1421, in “What is New in Organization Development”,
edited by The Organization Development Institute, Chesterland,
Ohio 44026, USA
“Language,
Meaning, and Power: A New Paradigm for Organization Development”,
by R. I. Westwood, Chinese University of Hong Kong, Shatin,
N. T., Hong Kong, in “What is New in Organization Development”,
edited by The Organization Development Institute, Chesterland,
Ohio 44026, USA
“A
New Career Development Model”, by Steward R. Segall, Ph. D.,
RODP, Cayahoga Consulting, P. O. Box 391146; Solon, Ohio,
44139, in “What is New in Organization
Development”, edited by The Organization Development Institute,
Chesterland, Ohio 44026, USA
“GAINSHARING”,
by R. J. Bullock, Ph. D., Box 25914, Suite 401, Houston,
TX 77265-5914, in “What is New in Organization Development”,
edited by The Organization Development Institute, Chesterland,
Ohio 44026, USA
“MARKETING
OD: What Now Works and What Does Not”, by Richard A. Engdahl,
Ph. D., RODC, Cameron School of Business Administration,
University of North Carolina at Wilmington, Wilmington, NC,
28403 & Vince Howe, Ph. D., Cameron School of Business
Administration, University of North Carolina at Wilmington,
Wilmington, NC, 28403, & Donald Cole, DSW, RODC, The
Organization Development Institute, 781 Beta Drive, Suite K,
Cleveland, Ohio, 44143, in “What is New in Organization Development”,
edited by The Organization Development Institute, Chesterland,
Ohio 44026, USA
“OD
SKILLS: An Ongoing Competency List”, by Gary Mclean, Ed.D.,
RODC, Professor & Coordinator, Training Department,
University of Minnesota, 1954 Buford Ave., St. Paul, MN, 55108
& Roland L. Sullivan, RODP, President OD Corp., 20020
Vine Street, Deephaven, MN 55331, in “What is New in Organization
Development”, edited by The Organization Development Institute,
Chesterland, Ohio 44026, USA
“WORK
FORCE DIVERSITY: A Challenge for O. D.”, by Marilee S. Niehoff,
Ph.D., RODP; Niehoff Associates, 2416 Heathercrest Dr., Arlington,
TX, 76018, in “What is New in Organization Development”,
edited by The Organization Development Institute, Chesterland,
Ohio 44026, USA
“LEADING
A DIVERSE WORK FORCE”, by Mary D. Tranquillo, Ph. D., RODP;
President Productivity Improvement, 34 Turnstone Drive, Safety
Harbor, Florida, 34695, in “What is New in Organization Development”,
edited by The Organization Development Institute, Chesterland,
Ohio 44026, USA
“THE
SPIRIT OF PEACE WITHIN ORGANIZATIONS”, by Bejamin I. Young,
Jr., RODC, Relationship Mgt. Development Institute, 298 Belvedere
Avenue, Belvedere, CA, 94920, in “What is New in Organization Development”,
edited by The Organization Development Institute, Chesterland,
Ohio 44026, USA
“TRANSFORMING ORGANIZATIONS: Exploring
The Process”, by Robert J. Holder, Human Energy Design System,
620 Roosevelt Drive, Edwardsville, IL, 62025 & Richard McKinney,
Ph. D., Southern Illinois University, Edwardsville, IL, 62025, in “What is New in Organization Development”,
edited by The Organization Development Institute, Chesterland,
Ohio 44026, USA
“POWER AND POLITICS IN LARGE SYSTEMS
CHANGE”, by Joanne C. Preston, Ph. D., RODC, Pepperdine
University, 400 Corporate Pointe, Culver City, California, 90230
& Louw DuToit, RODC, Louw DuToit & Associates,
Johannesburg, South Africa, in “What is New in Organization
Development”, edited by The Organization Development Institute,
Chesterland, Ohio 44026, USA
“Empowerment : New Concepts and
New Thinking About Power”, by Kenneth L. Murrell, Ph. D., The
University of West Florida, Pensacola, Florida 32514, in “What is New in Organization
Development”, edited by The Organization Development Institute,
Chesterland, Ohio 44026, USA
“ORGANIZATION DEVELOPMENT AND HUMAN
CONCIOUSNESS”, by John D. Adams, Ph. D., Eartheart Enterprises,
Inc., 84 Camino de Herrera, San Anselmo, CA, 94960, in “What is New in Organization
Development”, edited by The Organization Development Institute,
Chesterland, Ohio 44026, USA
“BUSINESS ETHICS & O. D.: Organization
Development or Decay ?, by Larry L. Axline, RODC, Management
Action Planning, Inc., P. O. Box 788, Niwot, CO, 80544-0788, in “What is New in Organization Development”,
edited by The Organization Development Institute, Chesterland,
Ohio 44026, USA
“CONSTRUYENDO CONFIANZA A TRAVÉS
DE LA COMUNICACIÓN”, by Joanne C. Preston, Ph. D., RODC, Pepperdine
University, 400 Corporate Pointe, Culver City, CA, 90230, in “What is New in Organization
Development”, edited by The Organization Development Institute,
Chesterland, Ohio 44026, USA
“GLOBAL O. D.: A New Application
for Organization Development Technology”, by Donald W. Cole,
DSW, RODC, 11234 Walnut Ridge Road, Chesterland, Ohio,.. 44026, in “What is New in Organization Development”,
edited by The Organization Development Institute, Chesterland,
Ohio 44026, USA
“PARTNERING & ORGANIZATION
DEVELOPMENT”, by Jeanne D. Maes, Ph.D., RODP, Donald C. Mosley,
Ph.D., Carl Moore, Michelle Slagle; Department of Management,
College of Business & Management Studies, University of
South Alabama, Mobile, AL, 36688, in “What is New in Organization
Development”, edited by The Organization Development Institute,
Chesterland, Ohio 44026, USA
“ORGANIZATIONAL DEVELOPMENT TOWARD
CONTINUAL QUALITY IMPROVEMENT”, by John Persico Jr., Ph.D.,
RODC & Hana Tomasek, Ph.D., RODP; Process Management
International, 7801 East Bush Lake Road – Suite 360, Minneapolis,
MN, 55439-3115, in “What is New in Organization Development”,
edited by The Organization Development Institute, Chesterland,
Ohio 44026, USA
“THE QUALITY MOVEMENT: A New Thrust
for O. D.” by Joel S. Finlay, RODC, Process Management International,
7801 East Bush Lake Road,Suite 360, Minneapolis, MN, 55439-3115, in “What is New in Organization Development”,
edited by The Organization Development Institute, Chesterland,
Ohio 44026, USA
“CHAOS THEORY AND THE PROCESS OF
CHANGE” by Mark Michaels, MPA, SPHR, President, People Technologies,
200 Lincoln Square, Urbana, IL, 61801, in “What is New in Organization Development”, edited by The Organization
Development Institute, Chesterland, Ohio 44026, USA
·
TV – Idea, Producción de Contenidos y Guión
del documental de 2 horas sobre “Inteligencia Emocional” para
la cadena Internacional INFINITO. Febrero del 2004.
· Manual y Tutoriales para los programas de
“Inteligencia Emocional en la Educación” desarrollados por Braxton
School – Puerto Rico.
Incluye entrenamiento de personal Directivo, de Docentes, y
padres de familia, asesoría y tutorías de la puesta en marcha.
El material consta de más de 2.000 páginas de texto, con ejercicios,
casos, dinámicas y propuestas prácticas para el aula.
Some Clients and Experiences
of The O. D. Institute International, Latinamerica (only in Latinamerica)
BANKING
ABN
AMRO BANK
ALBA, Compañía de seguros
american Development Bank - Washington, DC
ANTICIPAR AFJP
ARGEMOFIN
S.A.
ASEGURADORA DE CREDITOS Y GARANTIAS
BANCA NAZIONALE
DEL LAVORO
banco bansud
BANCO BISEL
banco central de la republica argentina
BANCO CENTRAL DE RESERVA (Perú)
BANCO CENTRAL DEL URUGUAY
BANCO COMERCIAL ISRAELITA
Banco Credicoop Coop. Ltdo.
Banco Crédito Provincial S.A.
BANCO DE CORRIENTES S.A.
BANCO DE CREDITO SA (URUGUAY)
BANCO DE ENTRE RIOS
BANCO DE
GALICIA S.A.
BANCO DE INVERSION Y COMERCIO EXTERIOR
BANCO DE LA CIUDAD
banco
de la nacion argentina sa.
BANCO DE LA PAMPA
Banco de la Provincia de Córdoba
Banco de la Provincia del Chubut
BANCO DE
LA PROVINCIA DEL NEUQUEN S.A.
BANCO DE
NOVA SCOTIA
BANCO DE RIO NEGRO
BANCO DE SANTA FE SA.
BANCO DE VALORES
Banco del Suquía S.A.
BANCO EXTERIOR DE AMERICA
BANCO EXTRADER
BANCO FRANCES Y DEL RIO DE LA PLATA
BANCO GENERAL DE NEGOCIOS
BANCO HIPOTECARIO NACIONAL
Banco Interamericano de Desarrollo (BID)
BANCO ITAU SA.
banco macro sa.
Banco Mundial (World Bank - Washington, DC)
BANCO RIO DE LA
PLATA S.A.
BANCO SAENZ
S.A.
BANCO SUDAMERIS
BANCO SUPERVIELLE
BANCO TORNQUIST
BANELCO SA.
BANK BOSTON
CITIBANK NA.
COMAFI SA.
CONSOLIDAR AFJP
corp. banca argentina
DEUTSCHE BANK
EXPRINTER BANCO SA
INTERNATIONALE
NEDERLANDEN BANK
J. P. MORGAN
MERCADO
DE VALORES
ORIGENES SA. AFJP
PREVINTER AFJP
ROYAL BANK OF CANADA
THE BANK OF TOKYO LTDO.
DEVELOPMENT SECTOR
PROGRAMA DE APOYO A LA RECONVERSION PRODUCTIVA -
PROYECTO PNUD ARG/93/024 - NACIONES UNIDAS - MINISTERIO
DE ECONOMIA - MINISTERIO DE TRABAJO
INSTITUTO INTERAMERICANO DE COOPERACION AGRICOLA -
IICA, OEA
INSTITUTO DE DESARROLLO DEL VALLE INFERIOR DEL RIO
NEGRO IDEVI, RIO NEGRO.
SUDENE - SUPERINTENDENCIA DE DESARROLLO DEL NORDESTE
DEL BRASIL, RECIFE, BRASIL
CORDEPAZ - CORPORACION DE DESARROLLO DE LA PAZ, LA PAZ,
BOLIVIA
PROGRAMA DE APOYO A LA RECONVERSION
PRODUCTIVA -
PROYECTO PNUD ARG/94/027 - NACIONES UNIDAS - MINISTERIO
DE ECONOMIA - MINISTERIO DE TRABAJO
AGRICULTURAL SECTOR
DELARCAMPO S.A.
PODESTA HNOS.
MARTINDALE S.A.
MARCAMAR S.A.
ALVAREZ DE TOLEDO
LLORENTE HNOS.
GESTION AGROPECUARIA S. R. L.
LA PASTORA S.A.
LA MARTA S.A.
VIAÑA S.A.
FOOD SECTOR
JUNTA NACIONAL DE CARNES- JNC.
JUNTA NACIONAL DE GRANOS – JNG.
COMPAÑIA CONTINENTAL DE GRANOS - CONTINENTAL
GRAINS,
ELABORADORA ARGENTINA DE CEREALES
CABAÑA Y ESTANCIA
SANTA ROSA
MORIXE - MOLINO HARINERO, BUENOS AIRES
COMPAÑIA EMBOTELLADORA - PEPSI COLA.
ENERGY SECTOR
ADMINISTRACION NACIONAL DE ELECTRICIDAD - ANDE,
ALCOHOLES Y PORTLAND, MONTEVIDEO, URUGUAY
ANCAP - ADMINISTRACION NACIONAL DE COMBUSTIBLES,
ASTRA CAPSA
ASUNCION, PARAGUAY
BRIDAS SA.
CAMUZZI ARGENTINA
CAMUZZI GAS PAMPEANA SA.
CENTRAL PUERTO SA.
COMPAÑÍA TECNICA MIXTA SALTO GRANDE
CONSTRUCTORES ARGENTINOS -
UCASA, NEUQUEN, ARGENTINA
DISTRIBUIDORA DE GAS CUYANA
- PROV. DE MENDOZA, SAN LUIS.
DISTRIBUIDORA DE GAS DEL CENTRO - PROV. DE CORDOBA.
EG3 S.A. (PETROLEO)
ELECTRICIDAD DE MISIONES - EMSA, POSADAS, ARGENTINA
ENDE - EMPRESA NACIONAL DE ELECTRICIDAD, COCHABAMBA,
EXXON Int.
HIDROELECTRICA EL CHOCON
IMPERIAL CHEMICAL
INSTITUTO NICARAGÜENSE DE ENERGIA - INE, MANAGUA,
METROGAS SA.
PETROQUIMICA BAHIA BLANCA
PLUSPETROL EXPLOR. Y PRODUCT.
SA.
REPSOL
– YPF S. A.
RIO COLORADO
- SERVICIOS INDUSTRIA PETROLEO, BS. AIRES
SEGBA SERVICIOS ELECTRICOS DEL GRAN BUENOS AIRES
SHELL CAPSA
T.G.N. SA.
TECPETROL SA.
TOTAL AUSTRAL SA.
TRANSPORTADORA DE GAS DEL
NORTE SA.
TRANSPORTADORA DE GAS DEL
SUR SA.
UTE - USINAS Y TRASMISIONES ELECTRICAS, MONTEVIDEO,
YACIMIENTOS PETROLIFEROS FISCALES BOLIVIANOS, LA PAZ,
GOVERNMENT & PUBLIC INSTITUTIONS
AUDITORIA GENERAL DE LA NACION
BANCO DE LA CIUDAD
BANCO DE LA NACION
COMPAU COMISION TECNICA FRAY BENTOS - PUERTO UNZUE
ENCOTESA
HONORABLE CONCEJO DELIBERANTE
LOTERIA NACIONAL DE BENEFICIENCIA Y CASINOS
MINISTERIO DE ECONOMIA Y OBRAS Y SERVICIOS
PUBLICOS.
MINISTERIO DE OBRAS PUBLICAS, MONTEVIDEO, URUGUAY
NACION AFJP
PRESIDENCIA DE LA NACION, BUENOS AIRES
PROGRAMA ASIST. TECN. REF.
SECTOR PUBLICO ARG.
SECYT - SECRETARIA DE CIENCIA Y TECNOLOGIA
SENASA
SINDICATURA GENERAL DE LA NACION
INDUSTRIAL SECTOR
3M SACIFIA.
ACEROS ZAPLA
ACINDAR SA.
ADAMS SA.
AGA SA.
AGROCOM SAICIF
ALCATEL TECHINT
SA.
ALPARGATAS SAIC
ALUAR ALUMINIO
ARG. SA.
ALLIED DOMECQ (HIRAM
WALKER)
AMERICAN PLAST
SA.
ANGELO PAOLO ENTRERRIANA
ANSALDO ARGENTINA SA.
AQUALINE SA.
ARBUMASA SA.
ASTRA S.A.
ATLAS COPCO ARG. SAIC.
BAESA SA.
BAGLEY SA.
BASF ARGENTINA SA.
BAYER ARGENTINA S.A. (LABORATORIO), BUENOS AIRES
BENVENUTO SAIC
BOLLAND S.A. (PETROLERA SAN JORGE)
C. DELLA PENA SAN LUIS
C.S.JOHNSON SAIC.
CABLESA SA.
CAFES LA VIRGINIA
SA.
CARGILL SA.
CARLOS CASADO (EXTRACCION Y ELABORACION DE TANINO),
CATAMARCA, OLAVARRIA, ZAPALA, ARGENTINA
CELULOSA ARGENTINA
CERAMICAS ZANON
CERVECERIA SANTA FE
CIADEA
COCACOLA FEMSA
COLGATE PALMOLIVE
COMERC. DE EQUIPOS DE PROCESAMIENTO DE DATOS
DOW CHEMICAL SA.
DUPONT ARGENTINA SA.
DURLOCK SA.
ELABORADORA ARGENTINA DE CEREALES
ELECTROINGENIERIA SA.
EVEREADY ARGENTINA SA.
FATE ELECTRONICA S.A., BUENOS AIRES
FERRUM SA. DE CERAMICA Y METAL
FEVRE Y BASSET - CHRYSLER ARGENTINA S.A., BUENOS AIRES
FIAT ARGENTINA SA.
FINMA (Techint)
GENERAL ELECTRIC SA.
GENERAL INDUSTRIES SA.
GILLETTE
DE ARGENTINA
GRIMOLDI SA.
HIERRO PATAGONICO DE SIERRA
GRANDE – RIO NEGRO, ARGENTINA
IECSA.
IMPERIAL CHEMICAL INDUSTRIES
IMPSA.
INTERNATIONAL FLAVOUR &
FRAGANCES
JAPAN COSMETICS
JOHNSON & JOHNSON
JUAN MINETTI SA.
LA ARROCERA ARGENTINA SA.
LA INDUSTRIAL COOP. LTDA.
LA PAPELERA DEL PLATA SA.
LA PRENSA SA.
LEDESMA SA.
LOMA NEGRA - FABRICAS DE CEMENTO, BUENOS AIRES,
MASSALIN PARTICULARES
SA.
MASSEY FERGUSON SA.
MERCEDES BENZ ARGENTINA SA.
MOLINO CAÑUELAS SACIFIA.
MONSANTO ARGENTINA SA.
MULTIDEPORTE SA.
NESTLE ARGENTINA SA.
NEWSAN SA.
NOBLEZA PICCARDO SAIC.
OLEAGINOSA MORENO SA.
PANPACK SA.
PAOLINI SAIC.
PAPEL MISIONERO, POSADAS, ARGENTINA
PAPELERA TUCUMAN SA.
PECOM-NEC SA.
PEÑAFLOR SA.
PEREZ COMPANC SA.
PIRELLI CABLES SAIC.
PLASTIC DIVAR SA.
POND'S ARGENTINA
(COSMETICOS), BUENOS AIRES
PROTISA ARG. – PRODUCTOS TISSUE
SA.
QUICKFOOD SA.
QUIMICA DEL NORTE SA.
RCA (EDITORA Y DISTRIBUIDORA MUSICAL), BUENOS AIRES
REFINERIAS DE MAIZ SAICF
RESIS INGENIERIA SA.
REVLON DE ARGENTINA
SA.
RIGOLLEAU SA.
ROMAN INGENIERIA SA.
S. C. JOHNSON &
SON DE ARGENTINA
SEVEL ARGENTINA SA.
SHERWIN WILLIAMS SA.
SIDERAR SA.
SIDERCA SA.
SIEMENS SA.
SOCIEDAD COMERCIAL DEL PLATA
STANDARD ELECTRIC ARGENTINA (DEL GRUPO ITT)
TECSIS SIDERCA
TRANSENER SA.
UNITAN SAICA
UPONOR
ALDYL S.A.
VINTAGE OIL SA.
SERVICE SECTOR
ACCION SOCIAL DE EMPRESARIOS - ASE (BUENOS AIRES)
AEROLINEAS ARGENTINAS SA.
AGUAS ARGENTINAS SA.
AMERICAN EXPRESS ARGENTINA SA.
ARGENCARD SA.
ATC SA.
BOSTON CONSULTING GROUP
BRUGWARDT Y CIA SAIC Y AG.
BS. AS. AL PACIFICO SAN MARTIN
BUENOS AIRES CATERING
CIELOS DEL SUR SA.
CLINICA BAZTERRICA (CENTRO MEDICO), BUENOS AIRES
CREDENCIAL ARGENTINA
CRESUD SA.
CROWN CORK & SEAL
EDITORIAL PERFIL SA.
EDITORIAL PLANETA SA.
ENTERPRISE PUBLICIDAD
EQUIPOS CONTABLES SA. (Paraguay)
ESCRIBANIA MIRA
ESEBA SA.
ESMIN SA.
ESTUDIO DR. ALEGRIA
ESTUDIO MESSUTI- KERAMIDAS
ESTUDIO RATTO-TELLE VILLARES
FALABELLA SA.
FIRST
MARK INSURANCE Co. BUFFALO, USA
HOBART ARGENTINA SA.
INSTITUTO NAC. DE S. S. PARA
JUBILADOS Y PENSIONADOS, BS. AIRES
JUNCADELLA SA.
LA VOZ DEL INTERIOR
METROVIAS SA.
MICROBAS
OBRA SOCIAL LUIS PASTEUR
OCASA SA.
REDBANK SA. (Chile)
S.A. IMP. Y EXP. DE LA PATAGONIA - LA ANONIMA
SERVIN
S.A.
STARTEL S.A.
SUPREME TICKET
TELEARTE SA.
TELECOM ARGENTINA SA.
TELEDEPORTES SA.
TELEFONICA COM. PERSONALES
TELEFONICA DE ARGENTINA
TELINTAR SA.
TRANSP. METROP. GENERAL ROCA
URFIABLE S.A.
VISA ARGENTINA SA.
FISHING SECTOR
PESQUERA ARNIPPO S.A.
PESQUERA LATINA S.A.
PESQUERA SUR S.A.
PESQUERA OESTE S.A.
PESQUERA SAKYU S.A.
PIONERA S.A.
FUKUCHO S.A.
ARZEN CORPORATION S.A.
DEPEMAS S.A.
HEALTH SECTOR
BOEHRINGER INGELHEIM
SA.
CABOT ARGENTINA
SAIC.
CHEMOTECNICA SYNTIAL
ELVETIUM LABORATORIOS
SA.
GALDERMA ARGENTINA
HOSPITAL ALEMAN
HOSPITAL BRITANICO
DE BUENOS AIRES
LABORATORIOS CASASCO
LABORATORIOS PHOENIX
LABORATORIOS ROEMMERS
MERCK SHARP &
DOHME
OMINT
STERLING PRODUCTOS
ARGENTINA SA.
INSURANCE SECTOR
AETNA VIDA SA.
ASOCIART SA.
CIA. ARG. DE SEGUROS
VISION SA.
COM. GRAL. DE
FIANZAS Y GARANTIAS SA
EAGLE STAR INTERNATIONAL
LIFE SA.
EL COMERCIO CIA. DE SEGUROS SA.
GRUPO JUNCAL SA.
ING. INSURANCE
LA BUENOS AIRES SEGUROS
LA CAJA DE AHORRO Y SEGURO
LA ESTRELLA CIA. ARG. SEG. DE RETIRO
LA REPUBLICA CIA. ARG. DE SEG. GENERALES
LA SEGUNDA CIA. DE SEGUROS - PROVINCIA SEGUROS
METROPOLITAN LIFE SA.
RIO URUGUAY COOP. DE SEGUROS
SURASSIST SA.
THE BRISTOL GROUP SA.
SUPERMARKETS
CARREFOUR SA.
CENCOSUD SA. (EASY)
COTO SA.
LA ANONIMA SA. IMP. Y EXP. DE LA PATAGONIA
SUPERMERCADO EKONO
JUMBO SA.
TELECOMMUNICATIONS & INFORMATION TECHNOLOGY
ACRON S.A.
COMSAT SA.
CRM SA. (MOVICOM)
IMPSAT SA.
ITC SA.
MINIPHONE
NEC ARGENTINA
NEXTEL ARGENTINA
NUEVO COMPUTO SA.
STARTEL SA.
TELEFONICA COMUNICACIONES PERSONALES
TELINTAR SA.
UNISYS SUDAMERICANA SA.
Countries where these services
have been provided (in Latin America):
Argentina
Bolivia
Colombia
Costa Rica
Chile
Ecuador
Guatemala
Honduras
México
Nicaragua
Panamá
Perú
Uruguay
Venezuela
También en Puerto Rico (USA)
VARIOUS TYPES OF ORGANIZATION DEVELOPMENT
Is there now more than one type
of Organization Development? Obviously yes. We have listed below
a few of our favorite types for your consideration. Have we
missed any?
As any field matures and as its
knowledge and experience base begins to expand, people begin
to see new ways of doing things and in an effort to stand out
from the crowd they begin to develop new types of O. D. and
new marketing niches for themselves. Certified Consultants Internationally
(original the International Association of Applied Behavioral
Scientist s and now out of business) certified Behavioral Scientists
/ O. D. consultants. They divided Behavioral Science / O. D.
consultants into four main divisions: Personal / Professional
Development Consultants, Group Development Consultants, Organization
Development Consultants and Societal Change Consultants. (Incidentally,
in 1987 Don Cole, RODC was the only member of CCI that was certified
in all four divisions).
In 1996, Dr. Don Cole, RODC asked
Dr. Joel Finlay, RODC if he would write an article on the different
kinds of O.D. that were being used. He came up with a tentative
list of five different types of O.D.:
Level 1 – Organizational Transformation
(OT).
Characterized by tactical or
strategic change fully chartered and led by senior organizational
Managers. Perhaps internal but generally external O. D. practitioners.
Level 2 – Traditional O. D.
Characterized by tactical or
strategic change fully chartered and led by a relatively autonomous
manager / management group in an organization. Internal and/or
external O. D. practitioners.
Level 3 – Focused O. D. (Including
training / HR OD)
Characterized by general tactical
or possibly strategic change chartered by an individual organizational
function with significant functional area management leadership
but not necessarily broad organizational leadership. Internal
and / or external O. D. practitioners.
Level 4 – Tactical O. D. (Including
training / HR OD)
Characterized tactical change
chartered by individual / functional area managers in support
to change within their sub-organization, with sub-organizational
leadership but generally without broad organizational leadership.
Usually internal but possibly external practitioners.
Level 5 – Guerrilla O. D.
Characterized by attempted
tactical to strategic change un-chartered by organizational
management and generally not broadly supported by leadership
at any level. Nearly always internal practitioners operating
an O. D. skunk works. Sometimes referred to as bottoms up O.
D. in contrast to the much more traditional top down O. D. (This
material by Dr. Joel Finlay, RODC was originally published in
“The O. D. Journal”, Volume 14, N° 1, 1996, page 100.)
A number of other O. D. brands
have sprouted into use. Organizational Effectiveness (OE)
was originally coined by the U. S. Army to differentiate between
military O. D. and civilian O. D. and distance t heir brand
of O. D. from touchy-feely O. D. We have seen the development
of Appreciative Inquiry at CWRU and Short Cycle O. D. at Benedictine
University. As we learn how to impact larger and larger groups,
we have seen the development of Future Search O. D. and whole
systems change O. D. And, we have also seen the development
of International O. D. (the application of traditional O. D.
to organizations outside the USA) and Global O. D. (the application
of O. D. technology to national and international problems).
This past year there have been
some heated discussions on the competencies that should / can
be taught to students in OD / OB programs. Should students be
taught the competencies necessary to work on 747 type
O. D. projects or is the most
that they can be taught are the competencies to work on Piper
Club type O. D. projects.
There is also an ethical question
on whether students should be told at the time they enter an
OD /OB program whether they will be taught the full range of
O. D. competencies (as developed by Roland Sullivan, RODP
since 1983) which would enable them to work 747 type O. D. projects
or whether they should / can be taught only a partial list of
competencies (now being developed by the Academy of Management
O. D. and Change Division since 1998) which would make them
competent on graduation to work on only Piper Club type O. D.
projects ? If some graduating students are only competent to
work on Piper Club type O. D. projects, we need some better
definition as to what a Piper Club type O. D. project is.
DIPLOMADO en “CONSULTORÍA EXTERNA”
In order to
develop O. D. Consultants, The Organization Development Institute
International, Latin
America created an O. D. Diploma on Applied Sciences to prepare individuals
to practice O. D. The Diploma consists of five courses, each
focusing on specific O. D. knowledge, skills and competencies.
The O. D. Diploma consists of both theoretical knowledge and
experiential learning so that the learners can integrate practice
and theory in a useful way.
Program I: Knowing Self and Others – External Consulting
This is a 40-hour residential
experiential Program which helps participants develop an understanding
of self and how one is perceived by others.
This experiential course is co-facilitated by two experienced
O. D. Practitioners who are qualified in group learning techniques.
Participants will be engaged in a series of experiential exercises
and simulations to gain insight into their personal behavior
patterns and to learn how they react to various situations in
which O. D. External Consultants find themselves.
This course will also introduce
the idea of career planning and participants will engage in
experimental exercises which help clarify their personal career
goals and help them begin to deal with issues individuals encounter
when initiating a professional practice as an External Consultant.
Students will be involved
in designing the course to assure the needs of the individuals
are adequately met. Because this is the first course in the
Program and some participants may not be sure of their career
directions this course often leads participants to pursue work
in other areas such as management, starting their own business
or developing yet a different career.
Program II: Seminar in
Organizational Change & Development – External Consulting
This 40-plus hour seminar
is designed to provide a theoretical understanding into the
principles and practices of Organizational Change & Development.
Twenty-plus articles have been selected from The Organization
Development Journal (the most cited publication in Organization
Development and Change in the world) for participants to read
and discuss. These articles were selected because of their breadth
and usefulness for a Consultant. They include articles by Chris
Argyris, Edgar Schein, Carl Rogers, Bob Golembiewski, Ken Murrell,
Don Cole, Peter Sorenson, Terry Armstrong, Joanne Preston, Eric
Gaynor Butterfield, Roland Sullivan, Daniel Goleman and others.
Topics include: the role of the change agent, change theory,
feedback methodology, organizational assessment, the consultation
process, organizational learning, ethical issues in O. D. and
various cases of O. D. interventions.
This seminar will also
contain a series of experiential exercises to help students
understand critical points involved in the theories presented
and discussed. These will include exercises which deal with
such things as : visualization, projection, nonverbal communication,
trust, organizational diagnosis, force field analysis, giving
and receiving feedback, interviewing, trust building, listening
triads, how to be of help. Kolb´s learning model will be used to help participants link experience,
reflection, theory and experimentation.
Program III: Competencies in Organizational Change & Development
– External Consulting
This 80-hour experiential
class will focus on the consultation process and specific skill
essential to O. D. Consultation. It will deal with seven stages
of the consultation process: entry, contracting, diagnosis,
feedback, planning change, interventions and termination of
the contract.
Course Outline
1. Entry
Process vs.
Expert consulting
Listening
Rapport building
Communicating
nonverbally
Mistakes often
made
Case examples
2. Contracting
Building the
psychological contract
Negotiating
skills
Process consultation
skills
Writing a formal
or informal contract
Mistakes often
made
Case examples
3. Diagnosis
Data collection
Instruments
used for diagnosis
Interviewing
skills
Observation
skills
Developing questionnaires
Case examples
4. Feedback (Used for both diagnosis and evaluation of intervention)
Simple data
analysis
Report writing
Data presentation: overhead, flip charts and handouts
Feedback skills
5. Planning
change and the evaluation
How to
lead group meetings
How to facilitate
group meetings
How to resolve
conflict
How to lead
problem solving sessions
Action planning
and action research
Practical evaluation
and data collection
6. Interventions
Overview of
previously learned interventions
Practice putting
diagnosis and interventions together
These may include:
Team Building
Strategic planning
How to design training programs
7. Termination
Teaching the
Client O. D. skills
Do we cycle
back and renegotiate ?
Knowing when
to leave
Final report
and leaving
Putting it all
together
Small groups
of participants will prepare, present and critique O. D. cases.
Program IV: Organizational
Change and Development “in Action” – Lab – External Consulting
This laboratory course
is designed for a team of three to five learners to develop
an Organizational Change & Development intervention with
a Client. The team will work in consultation with two seasoned
O. D. practitioners. The team will be involved with scouting,
entry, contacting, diagnosis, intervention, design, implementation,
exit and evaluation. The experienced O. D. practitioners will
serve as the team´s guide and shadow consultant during the entire project.
Program V: Practicum – External Consulting
In this Program the
participant must carry out an Organization Change and Development project
from the initial phase of identifying and contracting with a
Client through the exit and evaluation phase of the O. D. Consulting
Process. The learner will be assigned two experienced
consultants who will serve as personal mentors.
Joel Finlay (in The O. D. Registry, edited
by The O. D. Institute): “As any field matures and as its knowledge
and experience base begins to expand, people begin to see new
ways of doing things and in an effort to stand out from the
crowd they begin to develop new types of O. D. and new marketing
niches for themselves. Certified Consultants Internationally
(original the International Association of Applied Behavioral
Scientist s and now out of business) certified Behavioral Scientists
/ O. D. consultants. They divided Behavioral Science / O. D.
consultants into four main divisions: Personal / Professional
Development Consultants, Group Development Consultants, Organization
Development Consultants and Societal Change Consultants. (Incidentally,
in 1987 Don Cole, RODC was the only member of CCI that was certified
in all four divisions).” Joel Finlay wrote an article on the
different kinds of Organizational Change and Development and
came up with a tentative list of five different types of O.D.
(O. D. Registry):
“Level 1 – Organizational Transformation
(OT).
Characterized by tactical
or strategic change fully chartered and led by senior organizational
Managers. Perhaps internal but generally external O. D. practitioners.
Level 2 – Traditional O. D.
Characterized by tactical
or strategic change fully chartered and led by a relatively
autonomous manager / management group in an organization. Internal
and / or external O. D. practitioners.
Level 3 – Focused O. D. (Including
training / HR OD)
Characterized by general
tactical or possibly strategic change chartered by an individual
organizational function with significant functional area management
leadership but not necessarily broad organizational leadership.
Internal and / or external O. D. practitioners.
Level 4 – Tactical O. D. (Including
training / HR OD)
Characterized tactical change
chartered by individual / functional area managers in support
to change within their sub-organization, with sub-organizational
leadership but generally without broad organizational leadership.
Usually internal but possibly external practitioners.
Level 5 – Guerrilla
O. D.
Characterized by attempted tactical
to strategic change un-chartered by organizational management
and generally not broadly supported by leadership at any level.
Nearly always internal practitioners operating an O. D. skunk
works. Sometimes referred to as bottoms up O. D. in contrast
to the much more traditional top down O. D. (This material by
Dr. Joel Finlay, RODC was originally published in “The O. D.
Journal”, Volume 14, N° 1, 1996, page 100.)
A number of other O. D. brands
have sprouted into use. Organizational Effectiveness (OE) was
originally coined by the U. S. Army to differentiate between
military O. D. and civilian O. D. and distance their brand of
O. D. from touchy-feely O. D. We have seen the development of
Appreciative Inquiry at CWRU and Short Cycle O. D. at Benedictine
University. As we learn how to impact larger and larger groups,
we have seen the development of Future Search O. D. and whole
systems change O. D. And, we have also seen the development
of International O. D. (the application of traditional O. D.
to organizations outside the USA) and Global O. D. (the application
of O. D. technology to national and international problems).”
The participants in our
DIPLOMADOS - Programs (External and Internal Consultants) eventually
have shared with us some heated discussions on the competencies
that should / can be taught to students in Organization Change
and Development as well as in Organizational Behavior programs.
To say it in few words – following Finlay: “Should students
be taught the competencies necessary to work on 747 type O.
D. projects or is the most that they can be taught are the competencies
to work on Piper Club type O. D. projects ?”
DIPLOMADO en “CONSULTORÍA INTERNA” (ayudando
a Su propia empresa en el proceso de Cambio y Desarrollo Organizacional)
In order to develop O. D. Internal Consultants, The Organization
Development Institute International, Latin America created an
O. D. Diploma on Applied Sciences to prepare individuals to
practice O. D. within their firm. The Diploma consists of five
courses, each focusing on specific O. D. knowledge, skills and
competencies. The O. D. Diploma consists of both theoretical
knowledge and experiential learning so that the learners can
integrate practice and theory in a useful way.
Program I: Knowing Self and Others – Internal Consulting
This is a 40-hour
residential experiential Program which helps participants develop
an understanding of self and how one is perceived by others,
placing focus on their own firm (intra-group and inter-group
relationships) . This experiential course
is co-facilitated by two experienced O. D. Practitioners who
are qualified in group learning techniques within organizations.
Participants will be engaged in a series of experiential exercises
and simulations to gain insight into their personal behavior
patterns and to learn how they react to various situations in
which O. D. Internal Consultants find themselves.
This course will
also introduce the idea of career planning and participants
will engage in experimental exercises which help clarify their
personal career goals and help them begin to deal with integrating
their interests, preferences and goals with those of their organization.
Program II: Seminar
in Organizational Change & Development – Internal Consulting
This 40-plus hour
seminar is designed to provide a theoretical understanding into
the principles and practices of Organizational Change &
Development from the stand-point of an Internal Consultant.
Twenty-plus articles have been selected from The Organization
Development Journal (the most cited publication in Organization
Development and Change in the world) for participants to read
and discuss. These articles were selected because of their breadth
and usefulness for a Consultant. They include articles by Arnold
Tannenbaum, Chris Argyris, Robert Kaplan, Edgar Schein, Carl
Rogers, Bob Golembiewski, Ken Murrell,
Don Cole, Peter Drucker, Peter Sorenson, Terry Armstrong, Joanne
Preston, Eric Gaynor Butterfield, Roland Sullivan, David Norton,
James March, Herbert Simon, Daniel Goleman and others.
Topics include : the role of the internal change agent, change
theory “from within”, feedback methodology, group & organizational
assessment, internal consultation processes, organizational
learning “from within”, group creation and development, intra
group and inter group relationships, ethical issues in O. D.
and various cases of O. D. interventions.
This seminar will
also contain a series of experiential exercises to help students
understand critical points involved in the theories presented
and discussed, and how they may be applied effectively by an
Internal Consultant. These will include exercises which deal
with such things as : visualization, projection, nonverbal communication,
trust, organizational diagnosis, force field analysis, giving
and receiving feedback, interviewing, trust building, listening
triads, how to be of help. Kolb´s learning model will be used to help participants link experience,
reflection, theory and experimentation.
Program III: Competencies
in Organizational Change & Development – Internal Consulting
This 80-hour experiential
class will focus on the Internal Consultation Process and specific
skill essential to Organizational Change and Development. It
will deal with seven stages of the internal consultation process:
internal entry, renegotiating the Psychological contract, “redefining”
diagnosis, feedback, planning change, interventions and termination
of the contract.
Course Outline
1. Internal Entry
Process vs. Expert
consulting (match with the external consultant)
Listening
Rapport building
Communicating
nonverbally
Mistakes often
made
Case examples
2. Renegotiating the Psychological contract
Re-building the psychological
contract
Negotiating
skills (with others from outside)
Process consultation
skills (within the organization)
Writing a formal
or informal contract
Mistakes often
made
Case examples
3. Redefining Diagnosis
New data collection
New Instruments
used for diagnosis
Interviewing
skills
Observation
skills
Developing questionnaires
Case examples
4. Feedback (Used for both diagnosis and evaluation of intervention)
Simple data analysis
Report writing
Data presentation: overhead, flip charts and handouts
Feedback skills
5. Planning change and
the evaluation
How to lead group
meetings
How to facilitate
group meetings
How to resolve
conflict
How to lead
problem solving sessions
Action planning
and action research
Practical evaluation
and data collection
6. Interventions
Overview of previously
learned internal interventions
Practice putting
diagnosis and interventions together
These may include:
Team Building
Strategic planning
How to design training programs
7. Termination
Transferring Organizational
Change and Development competencies to others from within
How do we cycle
back and renegotiate our psychological contract ?
Knowing when
to “return” to previous tasks and roles
Final report
and leaving
Putting it all
together
Small groups
of participants will prepare, present and critique O. D. cases.
Program IV: Organizational
Change and Development “in Action” – Lab – Internal Consulting
This laboratory course
is designed for a team of three to five learners to develop
an Organizational Change & Development intervention with
a Client, which may be their own firm. The team will work in
consultation with two seasoned O. D. practitioners. The team
will be involved with scouting, entry, contacting, diagnosis,
intervention, design, implementation, exit and evaluation. The
experienced O. D. practitioners will serve as the team´s guide and shadow
consultant during the entire project.
Program V: Practicum
– Internal Consulting
In this Program the
participant must carry out an Organization Change and Development internal
consulting project from the initial phase of redefining his
own psychological contract with his/her company through the
exit and evaluation phase of the O. D. Internal Consulting
Process. The learner will be assigned two experienced
consultants who will serve as personal mentors.
Joel Finlay (in The O.
D. Registry, edited by The O. D. Institute): “As any field matures
and as its knowledge and experience base begins to expand, people
begin to see new ways of doing things and in an effort to stand
out from the crowd they begin to develop new types of O. D.
and new marketing niches for themselves. Certified Consultants
Internationally (original the International Association of Applied
Behavioral Scientist s and now out of business) certified Behavioral
Scientists / O. D. consultants. They divided Behavioral Science
/ O. D. consultants into four main divisions: Personal
/ Professional Development Consultants, Group Development Consultants,
Organization Development Consultants and Societal Change Consultants.
(Incidentally, in 1987 Don Cole, RODC was the only member of
CCI that was certified in all four divisions).” Joel Finlay wrote an article
on the different kinds of Organizational Change and Development
and came up with a tentative list of five different types of
O.D.(O. D. Registry):
“Level
1 – Organizational Transformation (OT).
Characterized
by tactical or strategic change fully chartered and led by senior
organizational Managers. Perhaps internal but generally external
O. D. practitioners.
Level
2 – Traditional O. D.
Characterized
by tactical or strategic change fully chartered and led by a
relatively autonomous manager / management group in an
organization. Internal and / or external O. D. practitioners.
Level 3 – Focused
O. D. (Including training / HR OD)
Characterized
by general tactical or possibly strategic change chartered by
an individual organizational function with significant functional
area management leadership but not necessarily broad organizational
leadership. Internal and / or external O. D. practitioners.
Level 4 – Tactical
O. D. (Including training / HR OD)
Characterized
tactical change chartered by individual / functional area managers
in support to change within their sub-organization, with sub-organizational
leadership but generally without broad organizational leadership.
Usually internal but possibly external practitioners.
Level 5 – Guerrilla
O. D.
Characterized
by attempted tactical to strategic change un-chartered by organizational
management and generally not broadly supported by leadership
at any level. Nearly always internal practitioners operating
an O. D. skunk works. Sometimes referred to as bottoms up O.
D. in contrast to the much more traditional top down O. D. (This
material by Dr. Joel Finlay, RODC was originally published
in “The O. D. Journal”, Volume 14, N° 1, 1996, page 100.)
A number
of other O. D. brands have sprouted into use. Organizational
Effectiveness (OE) was originally coined by the U. S. Army to
differentiate between military O. D. and civilian O. D. and
distance their brand of O. D. from touchy-feely O. D. We have
seen the development of Appreciative Inquiry at CWRU and Short
Cycle O. D. at Benedictine University. As we learn how to impact
larger and larger groups, we have seen the development of Future
Search O. D. and whole systems change O. D.. And, we have also
seen the development of International O. D. (the application
of traditional O. D. to organizations outside the USA) and Global
O. D. (the application of O. D. technology to national and international
problems).”
The participants
in our DIPLOMADOS - Programs (External and Internal Consultants)
eventually have shared with us some heated discussions on the
competencies that should / can be taught to students in Organization
Change and Development as well as in Organizational Behavior
programs. To say it in few words – following Finlay: “Should students
be taught the competencies necessary to work on 747 type O.
D. projects or is the most that they can be taught are the competencies
to work on Piper Club type O. D. projects ?”
