Very

Low

Competence

Very

High

Competence

1

2

3

4

5

6

Can clearly articulate what organization development is; what the objectives and assumptions are.

2.

Understands and can facilitate the process of planned change/improvement process in a manner appropriate to role.

3.

Can facilitate the organization in establishing a clear direction and vision, which is grounded in the organization’s mission and identity; that attends long-term, systemic development; that fits the particular organization; and that places immediate needs and crises within a broader approach to the organization’s development.

_______

4.

Can help the organization navigate toward it’s vision, with self-directed and flexible leadership.

5.

Can enable the organization to manage the dynamics of the transformation process, including dealing with conflict and resistance; managing the polarity of change and stability; putting in place the structures, processes and climate needed for development; developing leaders in the organization

_______

     OVERALL LEADER/CONSULTANT STYLE

Has a clear intention and actions directed at increasing the organization’s competence for self-management, ability to solve problems and address opportunities, capacity to adapt to new conditions and learn from experience

_______

7.

Effectively manages dependency issues.

_______

ETHICS

Recognizes the boundaries of his/her competence and operates within those boundaries (i.e., doesn’t offer services for which he/she is not adequately trained)

_______

9.

Serves in a manner that is respectful, timely, and thorough.

_______

10.

Does not misrepresent qualifications, training or intentions.

_______

11.

Makes the limits of confidentiality clear.

_______

SYSTEM AND ORGANIZATIONAL THEORY AND INTERVENTION

12.

Understands and can help a organization assess itself in relationships to frameworks in the following areas:

a. Organizational life cycles

b. Organizational subsystems

c. Size

d. Dynamics of change and stability

e. In relationship to the external forces and trends of the larger society and organizational context

_______

f. Organizational Culture

_______

Assessing the effect of her/his activities on the organization

_______

14.

Helping the organization to accurately identify opportunities and problems and to develop effective strategies for development.

_______

INTERVENTION THEORY AND PRACTICE

Displays an understanding of intervention theory.

_______

16.

Has the ability to facilitate an organization in a variety of interventions, including:

a. Diagnostic activities (data gathering and diagnosis)

b. Planning and envisioning activities

c. Team building

d. Education and training (activities to improve the competence of individuals or teams)

e. Strategy formation and problem solving activities (e.g. force field analysis, SWOT, etc.)

f. Technostructural activities (to improve the effectiveness of technical or structural forces affecting people).

_______

17.

Shows an understanding of the relationship of intervention theory and methods to role (e.g., manager, external consultant, internal consultant, internal change agent)

_______

18.

Makes sound judgments about when to focus on changing/strengthening the organizational culture and when to focus on increasing individual competence; also how to relate both.

_______

19.

Demonstrates a working knowledge of a variety of theories of organization development, leadership and management, etc.

_______

20.

Introduces theory in an appropriate manner (fits the organization’s concerns/needs/issues)

_______

GROUP DEVELOPMENT AND TEAM FACILITATION SKILLS

Shows an understanding of group development theory.

_______

22.

Competence as a small team facilitator (up front skills, energy, etc.).

_______

23.

Competence as a facilitator of large groups.

_______

24.

Uses a variety of methods to help teams work on their tasks.

_______

25.

Helps teams to develop clear priorities.

_______

26.

Helps teams deal effectively with conflict.

_______

27.

Creates a trusting climate in a team.

_______

28.

Uses methods to develop self-managing teams.

_______

29.

Helps a team to effectively deal with its task and manage its relationships.

_______

30.

Makes judgments about when to emphasize team building and when to emphasize mobilizing and equipping individual strengths and interests.

_______

31.

Makes judgments about emphasizing interdependence and collaboration and when to emphasize individual autonomy and competence.

_______

INTERPERSONAL AWARENESS AND SKILL

Understands his/her own facilitation style and its effect on people.

_______

33.

Maintains clear and appropriate boundaries and connections with the people with whom she/he is working.

34.

Shows positive concern and respect for those with whom she/he is working.

_______

35.

Uses effective communication skills (e.g. listening, paraphrasing, active listening, itemized response, etc.)

SELF AWARENESS

Is aware of his/her own feelings, needs, biases, thought patterns, and expresses them appropriately.

_______

37.

Is aware of her/his own strengths and weaknesses; uses and manages them appropriately.

_______

38.

Is aware of his/her defensive patterns and manages them appropriately.

_______

39.

Demonstrates congruence of words, intentions and behavior.

_______

40.

Places appropriate emphases on hearing other people’s feedback vs. her/his own internal feedback.

           PRESENTATION SKILLS

Makes appropriate use of voice (e.g. volume, tone, pitch, pacing, etc.)

_______

42.

Makes effective use of gestures to add interest and emphasis.

_______

43.

Adopts appropriate posture/stance for the setting (e.g., relaxed/rigid, open/closed, drawing in/distancing, etc.)

44.

Has a sense of "contact" with the group.

_______

45.

Has a grasp of the material being presented.

_______

46.

Fit with the training goals.

_______

47.

Seems prepared, organized.

_______

SPECIALIZED AREAS OF COMPETENCE

Clarity regarding what special areas of competence he/she brings to the work of organization development.

_______

49.

Competence level in the following areas:

a. Highly conflicted situations

b. Size and growth

c. Financial

d. Search process for New Leadership

e. Organizational systems for organization development (building capacity)

f. Long term and complex organization development

g. Organization development in declining organizations

h. Starting new organizations

I. Working with Family Businesses and/or Founder Issues

j. Organizations dealing with major trauma, grief or scandal

k. Orientation and education methods and programs and their relationship to the organization's development

l. Organizational self-definition and marketing

 

LEADERSHIP OF ORGANIZATION DEVELOPMENT

This section applies to those serving in some leadership role in the organization

Has a leadership style that is flexible enough to fit the organization’s culture and place in its organizational life cycle.

51.

Demonstrates ability to clearly set and navigate in a direction.

_______

52.

Demonstrates ability to "stay in touch" with the organization’s other leaders and active members (to hear, respect and appropriately respond to their ideas, feelings, values and concerns).

_______

53.

Has a leadership style that empowers others; increases the capacity of individuals and teams for self-management.

54.

Attends to his/her own emotional & spiritual life.

_______

55.

Is effective at strategic management (i.e., helping the organization give adequate attention to developmental issues, new opportunities, relationship building, crisis prevention, etc.)

_______

56.

Is effective at leading in the implementation of plans.

_______

CONSULTATION SKILLS

Develops a clear agreement with clients (based on the client’s expectations and hopes and the consultant’s willingness and ability to respond).

_______

58.

Makes clear and appropriate financial arrangements.

_______

59.

Maintains an effective working relationship with the organization’s leaders.

_______

60.

Helps the client accept responsibility for the developmental work (not accepting responsibility for the client’s problems, goals, etc. Not over-functioning or creating unhealthy dependency)

_______

61.

Makes effective use of the client’s strengths and opportunities.

_______

62.

Has ability to acknowledge his/her own limits; to say "I don’t know," "I’m confused."

_______

63.

Makes effective use of his/her own strengths in the consultation process.

_______

64.

Comes across as "authentic" (there is an integration of the person in the consultant role)

_______

65.

Helps clarify the issues in the organization in initial meetings.

_______

66.

Helps the organization to identify its primary strategic issues (i.e., long-term, systemic, capacity building, etc.)

67.

Helps the organization decide on specific action steps to solve problems and act on strategic goals.

68.

Helps the organization establish effective methods to monitor and take initiative in the developmental task.

69.

Helps the organization plan for effective follow-up.

_______

70.

Leaves the organization with more competence, better able to solve its problems and use its own resources.

71.

Changes the working relationship in a collaborative manner.

_______

72.

Disengages from the relationship in a mutually agreed-upon reduction of involvement.

_______

               Strengths

       Needs Development

Organization Development

Leader/Consultant Style

Ethics

System & Organizational Theory and Intervention

Intervention Theory and Practice

Group Development & Team Facilitation Skills

Interpersonal Awareness and Skill

Self Awareness

Presentation Skills

Specialized Areas of Competence

Leadership in OD

Consultation Skills