The advocacy approach to OD consulting: neutral is not enough

Conventional wisdom suggests that a consultant serving a joint union-management organization development (OD) change effort acts as a third-party neutral. However, this paper documents why both parties may distrust the OD consultant and other dangers associated with claims of neutrality. Drawing on...

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Bibliographic Details
Published in:Leadership & organization development journal 1999-09, Vol.20 (5), p.262-268
Main Authors: Huszczo, Gregory E., Sheahan, Maureen
Format: Article
Language:English
Subjects:
Behavior
Behavioral sciences
Consultants
Employees
Intervention
Interventions
Joint consultation
Managers
Organization development
Self directed work teams
Studies
Union leadership
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Description
Summary:Conventional wisdom suggests that a consultant serving a joint union-management organization development (OD) change effort acts as a third-party neutral. However, this paper documents why both parties may distrust the OD consultant and other dangers associated with claims of neutrality. Drawing on the OD literature and that of psychotherapy, as well as over 20 years of experience that the authors have had as consultants to joint efforts, this paper suggests that OD change agents should take on the role as advocates not neutrals. The advantages of actively advocating for the differing and joint interests of union and management are outlined. Clear strategies for using the advocacy approach are identified.
ISSN:0143-7739
1472-5347
DOI:10.1108/01437739910287144