Like people, organizations are also forced to adapt to the changing economic environment for them to succeed. Change occurrence may be planned (intentional) or unplanned (not anticipated) ( Bierema, 2020) . Planned change entails the intentional laying down of strategies to solve challenges or improve operations to remain strategically competitive ( Bierema, 2020) . On the other hand, unplanned change occurs when circumstances that are not anticipated occur. Such changes force organizations to restrategize to survive ( Bierema, 2020) . That said, unlike people, who can manage planned change on their own, organizations often seek help. This is usually because the organization is considered a system, and any change to one of its components might affect the whole system ( Bierema, 2020) . This process of organizations seeking help to manage a planned change is referred to as organization development (OD) . Organizations seek help form consultants, change agents, who assist the stakeholders (client) implement change successfully ( Bierema, 2020) . The change practitioners conduct an Action Research Model (ARM), which helps them understand the system to engage with the client in a problem-solving process. Thus, a ction research must be problem and client-centered, as well as action-oriented . This project will look at an organization development case study.
In this case study, City Center hospital, a large outpatient surgery center located in a mid-size urban area of Kansas, has full-time staffing that is operational. The facility has several surgical sections, with each having its unit manager. Likewise, the facility has a CEO, DON, HR manager, Finance, and risk management managers. The facility outsources its nursing staff under a career- conditional appointment basis. Moreover, the facility also hires doctors on yearly contracts. Over the last one year, the facility’s management has noticed a negative behavioral change with the nursing staff, affecting their performance adversely. The top management has also noticed that the unit managers, the doctors, and the nurses’ relationship have deteriorated over the past year and created conflicts and tensions. If the facility does not correct this issue, it is likely to impact its output adversely. These conflicts and tensions are attributed to the arrogance of the Director of Nursing (DON) . Therefore, there is a need to carry out a planned organizational change to correct the issue.
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Conflicts and tensions occur among workers in all businesses (Center for Ethics, 2019). Mostly, these conflicts are caused by personality differences (Center for Ethics, 2019). In this case, the hired nurses within the facility report to the DON, who seems arrogant and rigid. The DON gives the nurses orders on patient care plans that seem inappropriate, especially given the dramatic changes in patient care plans. Despite the nurses reporting to their respective unit managers about the issue, nothing much has been done, and the nurses are left without an option given that the DON has a paygrade beyond them. This makes the nurses feel unhappy working with the facility, making them unsatisfied with their job.
The facility does not need to overhaul its processes, rather influencing the individual (s), disrupting the team's cohesiveness to adjust in irreversible ways ( Bierema, 2020) . Such change is categorized as a second-order change in organizational development. Since the desired change will involve activities related to employees’ staffing and training, it is referred to as an individual change in OD. This intervention will help in leadership development to reposition the organization culturally. Likewise, since the facility will also focus on team building, group change intervention will also be carried out. Although individual output contributes to the achievement of the organizational objective, the team's collective input counts more; thus, activities will be carried out in the organization development to enhance team-building.
An action research model has a three-stage cycle popularized by the total quality movement. This cycle has three stages, namely, plan, do and check ( Bierema, 2020) . This cycle begins with the planning phase, which involves the identification of the problem and data collection. In this phase, the OD practitioner and the client work together to identify the “difference between desired outcomes and actual outcomes” ( Bierema, 2020, p.124). This difference is referred to as the performance gap, and the consultant, together with the stakeholders, conduct a gap analysis to identify the root cause of this gap.
The planning phase is crucial, as errors in this phase will result in the process's wrong outcomes ( Bierema, 2020) . Therefore, before intervening, the change practitioners have to identify the issue at hand. Thus, the change practitioner collects data from the employees to identify their needs before strategizing on the intervention method that would be used. That said, action research will be conducted to identify the underlying problems affecting the workforce's cohesiveness. According to Bierema (2020) , “when you engage in action research, you are conducting a systematic inquiry on a particular organization problem by methodically collecting and analyzing data to provide evidence on which to base your intervention” (p.130). This form of research ensures all members of the organization are included. The consultant and the stakeholders will decide on the appropriate intervention style after data has been collected, and the results presented. Therefore, accountability must be emphasized to ensure that the desired change is achieved.
After identifying the problem and deciding on the intervention plan to be taken, the next phase of the action research model is doing (implementing). It is crucial to note that change might be implemented, but it might be harder to sustain. For instance, in this case, City Center hospital might successfully implement a leadership development program to address the problem they are facing. Still, it might prove difficult to sustain behavioral change with the targeted group. According to (McKay, Kunts & Näswall (2013), change can only be effectively initiated if the organization perceives it as necessary and achievable. Likewise, the workforce must be willing to support the efforts put into enhancing change. These are the crucial variables that signalize readiness for change.
There are five dimensions for change, as discussed by Bierema (2020). The first dimension should be evidence that change is indeed necessary. The second dimension dictates that the workforce’s input must be considered when making a change. The third dimension requires the scope of change to align with the organizational culture. The fourth dimension requires the definition of a hierarchy; that is, duties and responsibilities, and those in charge are identified. The fifth dimension requires organizations to move on from their past practices by adopting the new change.
An intervention marks the beginning at which an action is initiated to solve an issue. Therefore, defining an intervention strategy for use is crucial. Since City Center hospital intervention will take a day in a workshop, this type of intervention is an intervention activity. Interventions have several classifications such as classification by level and process, classification as Diagnostic or Confrontive, among other classifications. In this case, the organization wants to change individuals' behaviors and how they relate as a group. Therefore, the best classification for use is by level, using Individual-level interventions for Leadership and management development and Group-level interventions for conflict management. The choice of this classification is dependent on the evidence collected from the participants. Moreover, choosing organization-level interventions to solve the issue would have been costly and required more time frame.
Bierema (2020) highlights three critical characteristics that makeup consultants: persuaders, helpers, and influencers. OD consultants remain focused on accomplishing the following when solving an issue “ establishing a collaborative relationship, solving problems so they stay solved, and ensuring that both the business problem and the relationship with the client are given adequate attention ” (Bierema, 2020, p.91). Thus, consultants have crucial roles to play in helping their clients solve issues. Therefore, the consultant in the City Center hospital will take both directive and nondirective roles. When the consultant takes nondirective roles, they let the clients be part of solving the problem. In that sense, the clients have time to identify problems with their organizations and actively contribute to offering solutions without much help from the consultant ( Lippitt, 1986) . On the other hand, the consultant takes a directive role when he makes more decisions to solve the problem. This happens mostly when organizations hire experts to solve their problems ( Lippitt, 1986) .
That said, consultants have eight roles under the nondirective–directive continuum, which can solve OD issues. The consultant will also undertake these roles in helping the City Center hospital solve its issues.
Objective observer
The consultant will give the stakeholders time and space to identify the issues affecting their organization during the workshop and let them try to come up with the solutions. This is a client-centered role that will focus more on the DON. In this case, the consultant will share their observations with the clients, but change will solely be on the clients' responsibility.
process counselor
The consultant will be involved in problem-solving processes by offering their suggestions to lead to the desired change. To that extent, the client will jointly work with the client to unearth the issue, but will also let the client lead in solving the problem. The client’s main focus here will be to help deal with the dynamic group of people with different personality skills in solving the problem. At the end of the workshop, the consultant will point out the distinctive personality traits they observed with the clients and give solutions to how they can work together as a team despite these differences.
Factfinder
As highlighted above, the consultant will collect the relevant data that will be used using interviews. This is the data that the consultant will present to the client to lay the foundation for change.
Alternative Identifier
During the workshop, there is a possibility that various alternatives to solve the problem will be identified. Thus, the consultant must engage the client in choosing the best alternatives that will work best for the organization.
Trainer or Educator
The consultant will organize learning and development activities that will help address the issue. These activities will include a leadership development program and conflict management.
Information Specialist
As highlighted above, the consultant will use a more client-centered approach to solving the issue. That said, due to the various alternatives available to solve the issue, the client will likely get into a dilemma choosing among these alternatives. Thus, the consultant will step in as an information specialist to help the client choose the best alternative.
Minahan (2018) developed a research-based competency model that defines the competencies required for OD consultants. These competencies form the basis for OD consultants' training globally; therefore, the consultant in the City Center Hospital must be equipped with them. The competencies that will be required are as follows;
System change expert
Organizations can be deemed systems as they are made of various components, and a change in one of these components can have a sequential change to all components. Therefore, as a consultant, one must be competent enough as a system change leader, innovator, and culture builder.
Efficient Designer
Consultants must be able to design a strategy that leads to the desired outcomes in the organization. Consultants should also possess the process consultant competency. This characteristic requires the consultants to facilitate the decision-making process in a group of people by creating a friendly environment. Likewise, consultants should also hold the characteristic of a data synthesizer. They must be able to listen to the various stakeholders' various views, internalize this data, and give clarifications.
Business Advisor
Consultants should be result-oriented leaders. Organizations hire these professionals due to their expertise, hoping that they will see a change in their operations. Therefore, consultants should always strive to achieve this target. Likewise, consultants must be trusted advisors. They must be able to develop a trust relationship with their clients through integrity and authenticity.
Credible strategist
Consultants should be credible influencers. They must be in a position to listen and understand their clients’ needs and can transform the business needs to reality. Likewise, consultants should be global integrators. Organizations have people from various cultures across the globe; thus, the consultant should effectively work in these cultures.
Informed consultant
Consultants ought to be emotionally intelligent leaders. They must be able to understand the different stands of the various stakeholders within the organization and use their emotional intelligence to eliminate biases that might affect the outcome of the process.
A qualitative research methodology will be used in data collection and analysis. According to Hennink et al. (2020), the objective of qualitative research is to "gain a contextualized understanding of behaviors, beliefs, and motivations" (p.16). Participants in this form of research tell their story, and the researcher may quote their words directly to make inferences. Thus, the data collection method that will be used is face-to-face personal interviews, having unstructured questions. This will enable the change practitioners to ask open-ended questions to the employees. This will allow the employees to point out some actions they need to take to build a team that works in cohesion. The data collected will be analyzed using statistical software to transform the raw facts into meaningful information that can be used to make decisions. Consequently, the reports from the analyzed data will be shared with the stakeholders to determine a course of action.
Cady & Kim (2017) defines evaluating interventions as “determining whether the path you are on has been the most effective strategy efficiently executed for the system you are
in” (p.5). Evaluation intervention influences the actions that will be taken to move into the future. However, a ccording to Cady & Kim (2017), most organizations still find it difficult to utilize the best evaluation strategy despite the availability of data analytic tools. The authors propose that the foundation of a good evaluation is based on self-awareness.
Cady & Kim (2017) define five levels of evaluation interventions. Level one evaluates the stakeholders' attitude, that is, their level of satisfaction with the OD process. Level two evaluates knowledge, which evaluates what the people already know and what they have learned from the intervention. This can be done by asking questions in a forum. Level three evaluates the behavioral change in the organization, which can be done through behavioral observations. This can be achieved by administering a test of key concepts taught in the workshop using structured questionnaires.
On the other hand, level four evaluates the impact by comparing performance indicators before, during, and after the intervention. This can be achieved by holding meetings for evaluations. Finally, level five evaluates the return on investment by conducting an ROI analysis. These are the five forms of evaluation that will be conducted to evaluate the OD process's effectiveness. Level one to three of these evaluations will be conducted continually for the next year, while level four and five will be carried out at the end of the year.
After the OD intervention, it is anticipated that resistance to change will be experienced. Typically, people tend to resist feedback, especially when it is negative or will require them to make significant changes ( Bierema, 2020) . Therefore, “ consultants should make
sure the feedback is as constructive and descriptive as possible ” ( Bierema, 2020, p.146). Consultants must be prepared to handle resistance by letting the stakeholders express themselves. In response, consultants should not criticize such concerns; rather, they should respond tactfully, which cements their credibility and ensures that all parties are satisfied. This should be followed by regular communication reminding the workforce why change is important.
The OD change project will be considered a success if there will be a positive change in attitude with the nursing workforce. Likewise, the DON will have to demonstrate that he can handle the nursing workforce without letting his arrogance personality traits take the better of him. If this change is not realized within the stipulated duration, the facility will have to overhaul to hire a new DON.
Conclusion
Organization development is a complex process that requires careful planning and execution. As evident in this case study, the relationship between the consultant and the stakeholders is critical for the achievement of an OD intervention. With OD, facilities can overcome their challenges and improve their operations; thus, achieving their desired mission and objectives. In implementing change, organizations also face resistance as most people are always reluctant to change. This resistance can be overcome if the consultant plans to handle such resistance. This can be done by regularly communicating with the workforce the need for change. Lastly, interventions are only considered effective if they can help measure events' success before and after the process.
References
Bierema, L. (2020). Organizational development: An action research approach (2nd ed.). Zovio.
Cady, S. H., & Kim, J. H. (2017). What We Can Learn from Evaluating OD Interventions. Organizational and Individual Change , 49 (1), 50.
Center for Ethics. (2019). Physician and Nurse Relationships - MU School of Medicine . Missouri.Edu. https://medicine.missouri.edu/centers-institutes-labs/health-ethics/faq/physician-nurse-relationships
Hennink, M., Hutter, I., & Bailey, A. (2020). Qualitative Research Methods. In Google Books . SAGE Publications. https://books.google.co.ke/books?id=_InCDwAAQBAJ&printsec=frontcover&dq=Qualitative+research+methods&hl=en&sa=X&ved=2ahUKEwj2j43Tju7rAhUExIUKHTcsCNEQ6AEwAHoECAYQAg
Lippitt, G. L. (1986). The consulting process in action . Pfeiffer.
McKay, K. & Kuntz, Joana & Naswall, Katharina. (2013). The effect of affective commitment, communication, and participation on resistance to change: The role of change readiness. New Zealand Journal of Psychology. 42. 29-40.
Minahan, M. (2018). Finally! Global OD Competencies. OD PRACTITIONER , 50 (3), 20.
