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Practicing Organization Development (A guide for Consultants) - Part 28

Practicing Organization Development (A guide for Consultants) - Part 28. Organization development (OD) is about planned change. As change has turned into the only constant, many managers and other people are pursuing change strategies with vigor. OD is a major strategy for leading and managing change at the individual, group, intergroup, organizational, interorganizational, and large systems levels. This book is about what it takes to be an effective change manager, change leader, and OD consultant | PRE-LAUNCH 241 the other hand the essence of pre-launch is to enter the organization building a platform for engaging in change work with the client and to contract for work methods relationships and exchanges. The consultation really begins here. Everything the consultant does to obtain pre-launch outcomes is an intervention affecting some change in the client system Bruce Wyman 1998 . Schein 2004 has recently emphasized that first contacts early questions discussions and meetings are the beginning of intervention and provide diagnostic information and system change even while pre-launch outcomes are being pursued. In pre-launch we will need more understanding of the organization its visions issues and needs clarification of values related to the work identification of clients and sponsors understanding of what will help or hinder change agreement on work tasks and methods and relationships characterized by mutual openness trust and influence. Achieving these outcomes in prelaunch is critical to the success of the change effort. To conduct an effective project and use resources effectively both the consultant s and the client s the consultant must ensure that he or she is working on the right path and is working within the appropriate boundaries with the right relationship using the correct methods working within the specified time and eliciting the proper support. Since resources such as time and money are valuable it is the responsibility of both the consultant and the client to avoid misusing them by conducting a sound pre-launch. THE ELEMENTS OF PRE-LAUNCH In building the foundation for working together on change certain issues have to be addressed and certain agreements have to be made during the pre-launch. Much of this material comes from classic works that have stood the test of time. Few have written new material on the essence of pre-launch work. The issues and agreements can be organized into the following seven outcomes that have to be realized at the