This CDQ is based on the case study in the text “OD in the Higher Education Sector” by Bruce Milroy (pp. 201–206). The case includes a thorough description of what Milroy and his colleagues did and a debriefing of what worked and what didn’t work so well (note: It does not indicate who sponsored the initiative).
The title of the case study mentions “OD.” However, the lede (first sentence) refers to “LD.”
- Is this more accurately described as an OD intervention or a LD program? Why?
- Knowing what you know about how the case ended, would you still describe it as an OD intervention or as an LD program? Please explain your response.
Q2
This CDQ is based on the case study in the text “OD in the Higher Education Sector” by Bruce Milroy (pp. 201–206). The case includes a thorough description of what Milroy and his colleagues did and a debriefing of what worked and what didn’t work so well (note: It does not indicate who sponsored the initiative).
The Milroy describes (p. 205) that the “…university’s board members did not take part in the programme.”
If the board is an operating board that is involved in the operation of the university, then their non-involvement would be conspicuous and potentially viewed as a lack of engagement by board members. It also implies that the administrators aren’t seen as providing sufficient leadership to the institution. If the board is a governing board that has delegated operation of the university to the President, their non-involvement would be appropriate (and their presence would potentially be a distraction, or worse). Why do you think that administrative leaders and/or the ODPs didn’t clarify the Board’s role and respond to the comments by participants?
Drawn upon data from surveys and interviews, Milroy reports (p. 204): “There was a recognition that the university and its senior leaders did not deal with change well. Participants felt that senior leaders could be more honest with people about the reasons for change.” If you were the ODP, what would you do with that data, and what concerns would you have about providing that information to the university’s administrators?
Q3
This question is prompted by the “Pause for Reflection” on p. 217.
In Chapter 1 we read about the origins and values of OD, which was developed in the global West (and global North).
Chapter 11 describes some of the challenges faced by ODPs in different contexts. Some of this is related to differences within one firm operating in different cultures, but the author implies that a good deal of this tension stems from external ODPs trying to bring Western OD practices and beliefs to different cultural contexts.
What part of OD’s values should ODPs be prepared to reshape (or give up entirely) in order to create sustainable change in an organization in another country?
Should OD practitioners be members of the same culture (country) as their client organization? Why or why not?