An organisation that is occasionally in need of counsel or modification seeks the assistance of a professional who specialises in organisational development. ODC is able to have some level of influence on a company or organisation because to the knowledge and expertise that they possess, but they are not in charge of making the ultimate decisions regarding how the company or organisation should proceed. ODC assists in the identification of problem areas by conducting a diagnosis of the problems or worries facing the organisation. There is a list of achievements achieved by an ODC, as well as the kind of client that requests services from the OD consultant, and both of these factors are likely to have an effect on the kind of output that will be to the establishment's advantage. I will provide an overview in which I will compare and contrast the many styles and roles that an ODC can play, and then explain the role and style that is most suited to you as an ODC. A consultant for organisational development may work either inside or outside the organisation. According to Cheung, "[ODC] should create relationships with peers and experts with whom to talk about difficulties and strategies, check each other's perspectives, and match values and practises" (Cheing, 2012). According to Bierema, a "[internal] OD consultant can be a permanent member of the organisation who facilitates OD," regardless of whether or not this role is the individual's primary or sole job in the company (2014). Essay writing services
of Academic Master is providing help to world wide people in their works for increasing performance. Because the consultant is an indefinite part of the organisation, there is a possibility that the consultant is not as objective as they could be or that they face impediments. On the other hand, "[external] OD consultant can be hired by a firm to help identify areas of distress that may involve employee team building, the way processes/systems are being implemented, or the overall effectiveness of the organisation itself," as stated by Bierema. "[External] OD consultant can help identify areas of distress that may involve employee team building, the way processes/systems are being implemented, or the overall effectiveness of the organisation (2014). The ability to take significant risks while maintaining a neutral and objective perspective on the organisation is possessed by external OD consultants. A general rule of thumb for classifying OD consultants is the type of relationship an internal consultant has with an organisation or firm, as opposed to the relationship an external consultant has with that organisation or firm.
Acceptant, Catalytic, Confrontational, and Prescriptive are the four different styles of consulting that are available. To begin, there is the acceptant style, which is utilised in situations in which the client's sentiments and emotions impede them from approaching the problem in a logical manner. To put it another way, the most important aspect of an acceptant style approach is for the consultant, whether they are internal or external, to demonstrate supportive listening and empathy for their client (s). They be more specific, to assist their clientele in recognising and addressing the feelings that are impeding forward movement inside the organisation or company they work for. Second, the catalytic style is one in which both the internal consultant and the external consultant may assist the client in doing the following: gaining a more precise grasp of the issue at hand and doing an exhaustive diagnostic evaluation. However, in order for the internal consultant or the external consultant to be able to assist their client in moving on to the next challenge, they first need to investigate all of the potential solutions and then come to a conclusion that the client is prepared to commit to in the long run. Third, a confrontational style can sometimes be used by the internal consultant or the external consultant, and it can sometimes accept that the client is a part of the problem. There may be a need for both the internal consultant and the external consultant to point out that there is a discrepancy between what the client says and does and what the organisation is actually doing. Fourth, the prescriptive style refers to when an internal consultant or an external consultant works prescriptively and will listen to the clients of the following: to understand the problem, to do a thorough diagnosis, and to offer the client a solution or recommendation to implement within the organisation. Prescriptive styles can be used by both internal and external consultants. In general, whether an internal or an external consultant is helping a client, one of these four styles of consulting will be utilised in order to facilitate the client's solution or advice being implemented more efficiently within the company or firm.
The following are the three common consulting positions that are performed in the field of consulting: expert, pair-of-hands, and collaborator. Ed Schein was known as the "Master of Organizational Development," and he was the one who brought it into widespread use in the 1960s. First, an expert is considered to be present when a client contacts either an internal or external consultant with a request, questions, or issues regarding their knowledge to solve an instant problem in the firm. Sometimes the recommendations that the internal consultant or the external consultant makes to the client(s) do not work out, and as a consequence, their advice will be very limited, and their reputations may be destroyed or they may be used as a scapegoat. Second, "pair of hands" refers to the situation in which an internal or external consultant mindlessly follows the directions of their client(s) because the client(s) wish to control and manage the direction in which the project is headed. Therefore, the internal consultant or the external consultant does not have the opportunity to apply their skills and experience, which results in the consultant's client undermining their position (s). Collaborator refers to the relationship that develops between the internal consultant or the external consultant and the client(s) in order to better understand the problem and put the solution into action within the company or enterprise. In addition, communication between the consultant and client (whether internal or external) is restricted to a single direction alone. And the client(s) take on the position of the judge, whose responsibility it is to closely monitor the implementation. In essence, an internal consultant and an external consultant both use these three common consulting roles in terms of "The Client-To-Consultant Relationship" to comprehend the restrictions they face and the expectations they have regarding consulting. It is difficult to decide which of these Organization Development Consultant roles and styles would be most suitable for me as an ODC after comparing and contrasting them, as well as explaining the responsibilities and styles of an ODC. However, I have come to the conclusion that the role of a collaborator would be the most suitable for me. This is due to the fact that a consultant (both internal and external) can work as partners with the client(s) in order to better understand the issue and successfully implement the solution within the organisation. In addition, the styles that complement my figure the most would be considered acceptable fashions. Because I have a tendency to take on a more supporting position while employing an active listening strategy to approach problem solving in an objective manner. Comparing and contrasting the three typical consulting positions with the four different styles of an ODC, I indicated that the collaborator role and the acceptant style would be the ones that would fit me as an ODC the best.