7 Steps to Successful Organization Development Consulting: an Insider's Perspective

Today, more are familiar with Organization Development than in the previous decades encompassing Organization Development’s (OD) nearly sixty-year history on the American scene. In pursuing an advanced degree in Business, Human Resources, or Psychology, it's not unusual to engage in coursework and learning in Organization Behavior, Organization Development, Management and Leadership, or some other aspect of Organization Studies. In addition, over the course of a career, many are likely to participate in some sort of employee survey or team development activity – aspects of employee experience that are within the realm of OD. As a veteran practitioner and OD leader in and to global enterprises, I have observed that good contracting is essential for a successful engagement and relationship. As more practice or use OD services, attention is seven critical areas that will assist in supporting desirable organizational outcomes. Client needs and wants are often fully unexpressed until further stages in OD work, distinguishing OD contracting from other sorts of service agreements in Human Resources, Finance, or other areas of business and organizational life. Consequently, understanding criteria that contribute to successful OD outcomes, described from an insider’s perspective, may help to bring clarity to the experience of contracting for OD services.The contracting process in OD begins with what some refer to as “contact” with the organization or client system. Contact involves the task elements of a phone call, an email, a response to a request, or some other aspect of making contact with an organization and the individuals within it. OD consultants pay attention to these early tasks of entry and the environment that surrounds those tasks. Environmental aspects might include the sense of urgency expressed, an exploration of ideas, or perhaps, a direct request for services. OD consultants pay attention to tone and style, noting how these aspects assist the consultant in developing appreciation and perspective on the organization.1. Be clearThis could apply to so many aspects of the client and consultant relationship. For example, the consultant needs to be clear about his or her values and the values that shape OD. The client can work on clearly articulating his or her needs or wants. Both can be clear on resource needs and requirements. Transparency is the companion of clarity.2. Email and texts are insufficientEmail has, in many ways, complicated the world, with some more adept at communicating than others. Assume that contracting may take an extended meeting or several discussions. After an agreement for meaningful work is concluded, assume that it will take longer. Agreements, reduced to writing, may require clarification, thereby extending a process. Contracting is a process that may be repeated at various stages in an engagement.3. More than a set of deliverablesClarity on deliverables is important in every engagement. This includes the simple things, including dates, times, length of engagements, and location, to mention a few. It may include sets of handouts, reading materials, and electronic access to instruments and to articles. However, contracts include a set of other expectations, including timeliness, responsiveness, empathy, and other factors. Knowing how to integrate this into the contract assists with relationship development and outcomes.4. Collaboration, not formulaContracting, like all areas of OD consultation, is a partnership process. OD is a helping relationship. If, at times, one party or another party feels as if they are on different sides of the fence, it presents an opportunity to re-contract to further express clear outcomes and desires. If the original scoping was sufficient, re-contracting is an area that can be successfully negotiated.5. Is both a research and learning areaWith a researcher's initial stance, the consultant can access aspects of organizations that others may not consider. In other words, the consultant brings some diagnostic framework and applies it to contracting as well as other aspects of the engagement. To the extent that contracting is an iterative process, it helps to keep in mind that the experience gained from contracting may be applied to equal or better future outcomes.6. Bring and seek wisdomContracting does not have to be an experience between two people. Today, contracting often involves a wider net, creating organizational support and sponsorship for projects and initiatives. The consultant should know when he or she is beyond his or her capabilities and have a readily accessible support and referral system.7. Assume all future contracts are affectedThis applies to both clients and consultants. When arrangements are handled in satisfactory ways, there is joy in contracting. As a dynamic process, it can both anchor and catalyze the consulting relationship. An unlikely effect is a neutral contracting experience; the ability to distinguish good contracting from poor contracting may be an important market differentiator.My experience with contracting is that I have learned and re-learn from experience. I have an awareness of my development and trouble areas and the confidence to mentor in this practice area. Skills can be developed in this arena -- with consideration for both technique and use of self. Improvements in this area may yield increased client-consultant satisfaction, interaction, and desire to achieve results and recognize outcomes.