OD for the Accidental Practitioner: A Book Written by Practitioners, for Practitioners

By Larry Kokkelenberg and Regan Miller

OD for the Accidental Practitioner provides accidental, emerging, and experienced organization development practitioners practical tips and insights on implementing any change initiative within an organization. Facilitating and sustaining successful organizationa

• Language: English
• Publisher: Koehler Books
• Release date: Mar 22, 2022
• ISBN: 9781646636266

Larry Kokkelenberg

Lawrence Kokkelenberg and Regan Miller have had the privilege of consulting with hundreds of organizations, looking at their cultures, design, leadership, work processes, success, and failures; providing organizational, cultural, and employee assessment; and making recommendations for organizational improvements. In addition, they have designed, developed, and delivered numerous training programs to over 200,000 individuals in both public and in-house programs. Dr. Kokkelenberg has authored numerous articles, produced an audiotape series on management, and was named one of the top small-business consultants by Independent Business Magazine. Both authors have engaged in speaking events in the OD community, including serving as plenary panel members of the OD Network conference in 2018.

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PRAISE FOR

OD for the Accidental Practitioner

Written by two seasoned, experienced organization development professionals, this book will likely become a key resource for a group of people who, either by choice or circumstance, have become responsible for guiding learning and change in organizations. Kokkelenberg and Miller have done an extremely creditable job of outlining a complete curriculum for professional OD development.

—Peter F. Norlin, PhD, Principal, ChangeGuides; Former Executive Director, OD Network

"OD for the Accidental Practitioner is clearly written and offers a great deal of wisdom for the ‘accidental’ OD practitioner, which actually is a much larger population than perhaps even the authors realize. Lawrence Kokkelenberg and Regan Miller have performed a valuable service by writing this book."

—Todd L. Matthews, PhD, Professor and Chair, Department of Leadership and Organization Development and Change, Cabrini University

"OD for the Accidental Practitioner is a comprehensive look at the field and practice of organization development, co-authored by two very experienced and deeply respected practitioners."

—Dr. Kris Lea, PsyD OD, PCCP, President, Kris Lea Consulting Group, Inc.

Kokkelenberg and Miller have written a straightforward account of organization development (OD), easy to read, clear to understand, useful to ponder. Written for ‘accidental’ practitioners from other fields who are doing OD for various reasons, the book is an informative and welcoming companion. A caring way to learn OD. For more ‘seasoned’ OD veterans, the book provides a rich array of insights and cases that rekindle one’s own experiences and stimulate learning from them. An inspiring way to continue the journey.

—Thomas G. Cummings, Professor of Management and Organization, University of Southern California

Having been an OD practitioner for almost fifty years, I found this book refreshing and a reminder of the OD concepts and beliefs I hold dear. This book is a must-read for accidental practitioners and those who have been practicing the craft of OD for years. As the authors said, practicing OD is both an art and a skill that requires a balance between how you like to engage with clients, your preferred approaches to whole system improvement, and the uniqueness of each and every client . . . a lesson that often takes practitioners years to understand. This book will speed up your learning process and for us old-timers remind us of why we have dedicated our lives to OD.

—Frederick A. Miller, CEO, The Kaleel Jamison Consulting Group, Inc., ODN Lifetime Achievement Award Recipient, Co-author of Safe Enough to Soar: Introducing Interaction Safety

Practical. Useful. Down to earth. This is the book I wish I’d had when I first stumbled into the consulting profession. Larry and Regan have given us an informative, enlightening, and digestible handbook. Read it. Absorb it. Apply it. And pass it on to others.

—Dr. Karl Albrecht, Author of Blueprint for a New America

This is an excellent, practical book that is based on the extensive practical experience of authors Kokkelenberg and Miller. The book is well written and covers the waterfront of change management, organization design, organization development, and so much more. It is for anyone—OD consultants, managers, or even workers—who find themselves trying to facilitate change efforts in organizational settings. My advice: buy the book, read it, and apply what you learn from the wisdom contained in it.

—William J. Rothwell, PhD, SPHR, SHRM-SCP, CPLP Fellow, Professor, Penn State University/University Park

It is true that most OD practitioners enter the field through a side door rather than the main entrance with a shiny new master’s degree or doctorate. And most are expected to hit the ground running, learning as you go if necessary. Kokkelenberg and Miller have provided the consummate companion piece written with the inexperienced practitioner in mind. In fact, it might be a good idea for practitioners to download their copy into their iPhone.

—W. Warner Burke, PhD, Professor of Psychology and Education, Teachers College, Columbia University

Organizations are operating in increasingly turbulent worlds that require them to navigate the complex dynamics of change. Kokkelenberg and Miller’s clear and concise book, based on years of experience and packed with practical and psychological insights, is a timely resource for people wanting to understand what organization development (OD) is about, and how it can help their organization to thrive. The book’s case examples, checklists, and ‘wisdom bits’ will be useful prompts for OD practitioners as they address their organizations’ OD challenges in these radically changing times. It’s a really good read.

—Dr. Linda Holbeche, Visiting Professor, OD and HRM, City of London University Business School

I think it’s important for those entering into the field of OD to gain an understanding of the history and purpose of OD, and how to transfer their current skills to become an experienced OD professional. I think this book will help the accidental practitioner understand how they can develop the competencies needed to effectively lead OD change initiatives.

—Dr. Nancy Zentis, CEO, Institute of Organization Development

"Larry and Regan have brought the principles and concepts of OD to life in practice. Few have approached understanding the field through the eyes of those who are practicing without the benefit (or restraints) of first learning it all through academic lenses. This book captures the essence of what is needed by the practitioner themselves, the organization, the foundations and processes of OD, and organization change. It also makes good connections with foundational theories and practices for added knowledge of readers. It’s an excellent reminder for more experienced practitioners and a field book for new or accidental practitioners."

—David W. Jamieson, PhD, President, Jamieson Consulting Group, Inc.; Editor in Chief, OD Review

I really enjoyed reading this book. It covers a broad range of theories, methodologies, tools, etc., to enable the reader to understand the many aspects of OD in a very clear and logical way. Although it is intended for the accidental practitioner, it is also useful for seasoned practitioners as a way of reconnecting to aspects of OD that may have been forgotten (or possibly lurk in the recesses of our minds). The structure includes case examples and study group or self-reflection questions at the end of chapters to facilitate the learning process. The definition of OD is simple but not simplistic—the essence of what OD is about.

—Glenda Hutchinson, Organization Development Consultant, IODA Co-Vice President of Conferences and Events

There is a strong need for those new to the field of OD to have a resource for understanding and practicing sound and effective OD. This book responds to that need. However, it also goes beyond this need and offers practical ideas for seasoned practitioners as well.

—Dr. D. D. (Don) Warrick, Professor of Leadership and Organization Change and President’s Teaching Scholar, University of Colorado, Colorado Springs

tit

OD for the Accidental Practitioner:

A Book Written by Practitioners, for Practitioners

by Lawrence Kokkelenberg, PHD and Regan Miller, MS

© Copyright 2022 Lawrence Kokkelenberg, PHD

and Regan Miller, MS

ISBN 978-1-64663-626-6

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means—electronic, mechanical, photocopy, recording, or any other—except for brief quotations in printed reviews, without the prior written permission of the author.

Review Copy: This is an advanced printing subject to corrections and revisions.

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TABLE OF CONTENTS

Chapter 1: OD for the Accidental Practitioner

Acknowledgment

Purpose

Structure of the Book

Chapter 2: Organization Development Foundations

What Is Organization Development?

Definition

Wave Theory

Top-Down Model

Where Did OD Start?

Organization Development Models

Organization Design

Proactive Versus Reactive OD

Internal vs. External Practitioner

Internal and External Practitioner: What If You Are Both?

Discussion Questions

Chapter 3: About the Practitioner

Introduction

Knowledgeable Practitioner vs. Skillful Practitioner

Competencies

Core Competencies

Use of Self

Sensitivity to Self

Becoming Sensitive as a Form of Introspection

Positive Attitude/Disposition

Broaden and Build Theory

Emotional Competency

A Study in EI

Are Some Emotions Better Than Others?

Judgments

Values

Individual Values

Values Violation

Slippery Slope

Emotions and Values

Bias

What Are My Preferences?

Conclusion

Discussion Questions

Chapter 4: About the Organization

Introduction

What Is an Organization?

Defining Organization Design

Models in Organization Design

Understanding Organization Design in Organization Development

Factors in Organization Design

Leadership

Culture

Organization Performance

Systems Influence

Organization Climate

Organizational Values

Conflict Style

Multiple Systems

Future of Organization Structures

Conclusion

Discussion Questions

Chapter 5: Organizational Change

introduction

Failed Initiatives

Client Readiness

Setting the Stage for Change

Ensure Senior Level Support

51 Percent Concept

Organizational Change

Resistance to Change

Red Lights

Root Cause

Common Root Causes

Cost of the Problem

Turnover

Design the Intervention/Training Program

Caution: Flavor of the Month

Conclusion

Discussion Questions

Chapter 6: Engaging in the OD Process

Introduction

Phases in OD

Contracting

Project Scope

Project Timeline

Resources

Expected Outcomes

Key Partners and Stakeholders

Who is the client?

Goal Setting

Diagnostic

Data Gathering

Discovery Interviews

People as Symptoms

Reporting Diagnostic Results

Design

Develop

Delivery

Project Completion. Exit Point.

Follow-Up and Evaluation

Evaluating Different Organizations

Projects Gone Bad

Illegal Activities

Consulting Elements

Problem-Solving and Decision-Making

Unintended Consequences

Relationships

Levels of Relationships

Leadership is About Relationship

Trust

Assessing Trust

Teambuilding

Group Dynamics

OD Practitioner Roles

Facilitation, Coaching, Advising

Training and Development

Does Training Really Benefit the Organization?

Developing Infrastructure

Discussion Questions

Chapter 7: The Future of OD

Introduction

Factors Influencing OD

People Analytics/Data

Pace of Change

Automation of Work

Reskilling

Less Human Interaction

Change in World View

Bridging the Gap: Academia and Practitioners

Confusion in OD

Conclusion

Discussion Questions

Chapter 8: Wisdom Bits

Introduction

Wisdom Bits

Stories for Reinforcement

A Great Risk: Certified and Knowledgeable, Far from Skillful

The Value of the 80 Percent Concept

Illegal, Ethical, Immoral

References

About the Authors

CHAPTER 1

OD for the Accidental Practitioner

ACKNOWLEDGMENT

We were fortunate to have careers that allowed us to go into other organizations and be exposed to different cultures, leadership styles, employees, working atmospheres, rules, and regulations, etc. This experience alone is an education. We got to see what works and why it works, or what is not working and the consequences of that. We were able to broaden our experiences as we helped organizations improve. We saw success and failure and what caused those results. We made mistakes, often at the clients’ expense, and then learned from them. Every experience we were exposed to made us more knowledgeable and more skillful for the next client. We were fortunate to learn by doing and were exposed to a wide variety of projects and circumstances.

We are truly blessed to have had over two hundred of these opportunities to date. We are thankful to the companies that have engaged us, putting up with the miscues or misdirection any large initiative invariably has. We are thankful to the countless number of individuals who candidly poured out their hearts to us in the hopes that their honesty and openness would do some good and help to improve their organizations. We are thankful to the skeptics who alerted us to the problems we might not have seen and to show us the level of resistance that might have existed. They all played a valuable part in the change dynamic. We are thankful to thousands of employees who sat through our group sessions and training programs, who endured our humor and wisdom, and hopefully we journeyed together and learned from each other.

Additionally, we are thankful to the many individuals who agreed to review and provide feedback on our manuscript. Your critical feedback, additional ideas, and endorsements helped shape the book we share today.

PURPOSE

All of us live, work, and play in an organized society. There is no getting away from being involved in organizations, all of which influence our behaviors. Outside of work, there is the global society, the country society, the state society, and the community society, all of which we may not play a critical role in but are a part of. However, there is the family, church, professional/technical, and work society, all of which we might have extensive roles in. The OD practitioner is called upon to engage in and improve all levels of society, and this book is written for all practitioners at whatever level they choose to engage.

The idea for this book came about shortly after attending an OD conference where we recalled many attendees telling us they came into the field through a back or side door. That OD was not their chosen profession initially, that they were in other fields, and when the organization developed an OD position, they were either chosen to fill that position or applied because it seemed more interesting than what they were currently doing. As time goes on there may be more intentional practitioners who go to graduate school in the OD field, but at least for now, there are many organization development (OD) practitioners who emerge from other professional fields. Sometimes practitioners come from a background similar to OD (change management, training, human resources) and sometimes not (process improvement, engineering, etc.). Because OD practitioners are not required to attend schools or specific academic programs, or obtain certifications, the body of knowledge for an emerging practitioner can be obtained and practiced in many ways. If you find yourself in this situation, i.e., emerging into OD from another field, you may fit into the group we refer to as accidental practitioners. This book is for you, the accidental practitioner. We also believe that practitioners without a lot of experience will find many helpful tips within these pages.

Practicing OD requires many skills that are learned through experience and time. Understanding the history of the field, theories on behavior and culture, organizational models, and intervention methods are important; this foundational knowledge, usually acquired academically, gives you tools to use when working with a client. However, practicing OD is both an art and a skill that requires a balance between how you like to engage with clients as a practitioner, your preferred approaches to whole system improvement, and the uniqueness of each and every client you will work with. This book is intended to provide the practitioner with the experiences of others and thought-provoking guidance when engaging with clients.

This book is written by practitioners for practitioners. Our goal is to provide insights and thought-provoking ideas on how to approach OD in any number of client organizations. The book is not intended to be a prescriptive approach (it does not advocate for a specific theoretical model or approach) or provide an academic overview of the field of OD. Rather it is to help guide your thinking, help develop your skills, and help broaden your knowledge as you practice OD. There are many readily available scholarly books published about organization development work, theories, models, approaches, etc., well documented and grounded in research findings with notations of authorship, often quoting past research and discussing comprehensive approaches to OD. This book is intended to be a concise, practical, useful, thought-provoking guide for practitioners.

STRUCTURE OF THE BOOK

While there are distinct, clear cut areas in this book, in practice there is often a flow between the areas. The line between the various stages of OD is very porous. The reader can choose to go through the chapters in order or pick relevant sections to explore. The following outlines the chapters and content:

Chapter Two: Organization Development Foundations. A brief history of OD, discussion of the top-down model and wave theory, introduction to OD models, and the difference between internal and external practitioners.

Chapter Three: The Practitioner. This chapter reviews the integral nature of the practitioner in the OD process. Discussion topics include the use-of-self and sub-topics that align to that (i.e., values, judgments, emotional intelligence, etc.).

Chapter Four: The Organization. Organizations are all unique. This chapter discusses foundational organization characteristics such as design, systems influence, culture, and other characteristics a practitioner may want to consider in any engagement.

Chapter Five: Organization Change. This chapter focuses on the challenges that occur during change processes, the process of change, and overcoming resistance to change.

Chapter Six: The Process and Organizational Factors. OD requires a systematic approach to navigating complex challenges. This chapter provides information on how to structure that process from the beginning of an engagement (contracting) to designing and developing interventions, and finally exit and evaluation. Also, this chapter discusses common factors where the practitioner may want to pay close attention, such as relationships, teamwork, and trust.

Chapter Seven: The Future of OD. The field of OD is evolving and will continue to evolve. This chapter discusses areas that influence the evolution and aspects of the field the authors are advancing for further consideration. The post-pandemic organization, or the new normal, will not mirror the old normal, and this alone will provide many challenges to relationships, leadership, organizational cultures, organization design, policies, missions, and many more areas.

Chapter Eight: Wisdom Bits. This section distills many OD concepts into simple-to-remember phrases that can help guide a practitioner through challenging work engagements. They are excellent reminders for motivating both practitioners and clients. They also can serve as excellent discussion questions and lead into