Page 64 - DMGT520_ORGANIZATION_CHANGE_AND_DEVELOPMENT

Unit 4: Power, Politics and Ethics in OD

4.2.2 Implication of Power and Politics for the Practice of OD Notes

OD practitioner needs to relate to the political realities found in most organisations. Some of the
ways he can do it:

1. The nature of OD programs dictates a basic orientation to its practitioners. OD programs
promote problem solving more than power and politics. It is a process that rests heavily
on behavioural science interventions, systematic joint problem solving and collaborative
management of organisation culture and processes. OD programs implement
normative – re-educative and empirical-rational strategies of planned charge, not a power-
coercive strategy (Chin & Benne, 1976). The normative-reeducative strategy focuses on
norms, culture, processes, and preventing attitudes and belief systems. Change occurs by
changing the matrix or norms and beliefs, usually through education and reeducation.
The empirical strategy of change focuses on facts, figures, and information in an attempt
to find “better” ways of doing things. Change occurs by discovering these better ways and
then adopting then.
The power-coercive strategy of charge focuses on gaining and using power and developing
enforcement methods. Change occurs when people with more power force their preferences
on people with less power and exact compliance. An examination of the methods and
values of OD demonstrates that problem solving and collaborations are emphasized while
power and politics are de-emphasized. Virtually all OD interventions promote problem
solving, not politics. The OD value of trust, openness and collaboration promote problem
solving, not politics.
2. The OD practitioner is a facilitator, catalyst, problem solver, and educator. He is not a
political activist or powerbroker. According to Chris Argyris (1970), the “Interventionist”
has three primary task: (1) to generate valid useful information, (2) to promote free,
informed choices, and (3) to help promote the client’s internal commitment to the choices
made. These tasks comprise a facilitative role, not a political role. The practitioner works
to strengthen skills and knowledge in the organisation. But organisation members are
free to accept or reject the practitioner, his or her program, and his or her values, methods
and expertise.
3. The OD practitioner has a potentially strong power-base that may be used to the advantage.
The power base is compressed of legitimate power, expert power, informational power,
and possibly referent power. In organisations where politics-in-moderation is the norm,
successful performance requires knowing and abiding by the organisational norms
concerning power, playing the game according to the rule, influencing others and being
influenced by others, and providing something of value to the organisation. Michael Beer
(1980) has identified several means by which OD groups can gain and hold power in
organisation:
 Competence

 Political access and sensitivity
 Sponsorship
 Stature and credibility

 Resource Management
 Group Support

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