Читать книгу Organization Development - Donald L. Anderson - Страница 20

OD can be distinguished from management consulting in specific functional areas such as finance, marketing, corporate strategy, or supply chain management. It is also distinguished from information technology applications. Yet OD is applicable to any of these areas. When organizations attempt a conscious change, whether it involves implementing a new IT system; making changes in strategy, goals, or direction; or adapting to a new team leader, OD offers relevant processes and techniques to make the change function effectively. An OD practitioner would not likely use expertise in one of these content areas (for example, best practices in financial structures of supplier relationships or contemporary marketing analysis) to make recommendations about how an organization does this activity. Instead, an OD practitioner would be more likely to assist the organization in implementation of the kinds of changes that management consultants would advise them to make. Thus, OD makes a distinction between partnerships with a client where the consultant offers content advice and those where the consultant offers process advice. Consulting where the practitioner offers content advice falls under the heading of management consulting, whereas OD offers consultation on the process used to reach a desired goal. Most management consulting also is not based on OD’s set of foundational values (a topic that we will take up in detail in Chapter 3). In Chapter 5 we will discuss OD consulting in particular and differentiate it from management consulting activities with which you may be familiar.