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Table1. Organizational Development Change Stages, Appropriate

RoleBehaviors, and Possible Ethical Dilemmas
S t a g e P u r p o s e
R o l e o f ConsultantRole of
ClientSystemDilemmas
1)Initiation
FirstinformationsharingTo provideinformation onbackground,expertise
andexperienceTo provideinformation onpossible
needs,relevantproblems,interest
of managementandrepresentativegroupsMisrepresentationof the
consultant'sskill base andbackgroundMisrepresentationof
organizationalinterest
2 ) C l a r i f i c a t i on
Furtherelaborationof initiationstageTo providedetails
of education,licensure,operative-values,optimumworkingconditionsTo
provide adetailedhistory
of specialproblems,personnel,marketplace,internalculture,
andorganizationalpoliticsInappropriatedetermination of who the client
isAvoidance of reality testingInappropriatedetermination of value
orientation
3)
Specification/agreement
Sufficientelaborationof
needs,interest,fees,services,workingconditions,arrangementsTo
specifyactual services,fees to becharged, timeframe, actualwork
conditionsTo specifywhose needsare to beaddressed,objectives,
andpossibleevaluativecriteria or end-state
outcomesInappropriatestructuring goals,of the
relationshipInappropriatedefinition of changeproblemCollusion to
excludeout-side parties
4)Diagnosis
To obtain anunfilteredandundistortedview of theorganization's
problemsandprocessespinpointingchangetargets andcriterionTo collect
dataconcerningorganizationalproblems andprocesses andto
providefeedback To assistconsultant indata collectionAvoidance
of problemsMisuse of dataDistortion anddeletion of dataOwnership of
dataVoluntary consentConfidentiality
5 ) G o a l setting/actionplanning
To establishthe specificgoals andstrategies tobe usedTo agreemutually
withthe clientsystem on thegoals andTo agreemutually withthe
consultanton the goalsand strategiesInappropriatechoice of intervention
goaland targetsInappropriate
strategies to beusedt o b e u s e d c h o i c e o f
o p e r a t i v e meansInappropriate scopeof intervention
S t a g e P u r p
o s e R o l e
o f ConsultantRole of ClientSystemDilemmas
6 ) S y s t e m s intervention
Theinterventioninto ongoingbehaviors,structures, andprocessesTo
interveneat specifictargets, at aspecific depthTo invest theenergy
andresourcesrequired byplannedinterventionAssimilation
intocultureInappropriatedepth of interventionCoercion vs.
choice,freedom, andconsent toparticipateEnvironmentalmanipulation
7)Evaluation
To determinetheeffectivenessof theinterventionstrategies,energy,
andresourcesused, as wellas theconsultant-client systemrelationshipTo
gatherdata onspecifiedtargets andreportfindings tothe clientsystemTo
analyze theevaluationdata anddetermineeffectivenessof
theinterventionMisuse of dataDeletion anddistortion of data
8)Alteration
To modifychangestrategies,depth, level,targets, orresourcesutilized
if necessaryTo makealteration tomeet originalgoals, or todevelop
newmutual goalsand strategieswith clientsystemTo makeknown
needsandexpectations,and to providethe context fora modificationof the
originalagreement, if necessaryFailure to changeand lack goals,
of flexibilityAdoption of inappropriatestrategy
9 ) C o n t i n u a t i on/maintenance
To monitor andmaintainongoingstrategies,provideperiodicchecks,
thecontinueinterventionTo specify theparameters of thecontinuationand
themaintenanceof relationshipTo provide orallocate the
of resourcesrequired tomaintain orcontinue
theinterventionInappropriatereduction of dependencyRedundancy
of effortWithholding of services
based onoriginal oraltered plansand strategies
1 0 ) T e r m i n a tion
To have theconsultant -disenfranchiseself from theclient systemand
establish along termmonitoringsystemTo fulfill therole agreed onin
previousstages andevaluateoveralleffectivenessfrom feedback from
theclient systemTo determinetheorganization'sstate of healthand whether
ithas developedthe adaptivechange processInappropriatetransition
of change effort tointernal sourcesPremature exitFailure to
monitorchange
The Ethical dilemmas at different OD Stages
1.
I N I T I ATI O N S TAG E - T h e s t a g e o f i n i t i a t i o n o f t e n i s
i m p a i r e d b y v a r i o u s t y p e s o f misrepresentation. Here,
inaccurate information may be provided by either the consultant or the
client system, resulting in either misrepresentation of the consultant's
background or skill base or misrepresentation of organizational interest.
2.
CLARIFICATION STAGE -Three different dilemmas may arise
in this stage. Problems indetermining who the real client is and
the inappropriate determination of value orientationsare of
frequent mention. The avoidance of reality testing on the part of
both the consultantand the client system may occur if there is
difficulty or a lack of effort in raising issues thatmight hamper the
change effort.
3.
SPECIFICATION/ AGREEMENT STAGE At this stage the
finite structuring of the relationship occurs. At this point the
ethical dilemma involves the degree of specificity concerning
the range of services to be offe red, the fee structure, a
tenable time frame, resources to be used, and accountability for
services and resources. Similarly, inappropriatedefinition of the
change problem may result in ambiguity concerning the problems
to beaddressed whose problems they are and by what means they are to
be dealt with. Collusion of parties also may occur in the
specification/agreement state.
4.
DIAGNOSIS STAGE- A wide variety of ethical issues may occur
in the diagnosis stage.Avoidance of diagnosing known problems
occurs when the consultant and client system perceptually
defend against their own inability or unwillingness to solve
a problem. Of greater frequency in the diagnosis stage is the misuse,
as well as the distortion and deletion,of data. Deletion and distortion
of data also may result in a misleading diagnosis,
therebyrendering the intervention ineffective. Ownership of the
data is a frequent dilemma as well,

wherein survey feedback or process observation is not shared with all

contributing members.Similarly, the question of voluntary con-
sent of organizational me mbers and insured confidentiality
appears to be a frequent problem.
5.
GOAL SETTING/ ACTION PLANNING STAGE - In the stage ethical
problems include thechoice of a change goal and targe ts, the
choice of operative means, and the scope of the intervention.
Here the major categories of collusion of parties, technical ineptness,
and valueand goal conflict are apparent. These dilemmas result in
inappropriately choosing goals,targets, depth, and change method
because of lack of skill, lack of objectivity, or differing needs and
orientations
6.
SYSTEMS INTERVENTION STAGE -In systems intervention,
the assimilation into theorganization's culture presents a range of
ethical considerations for the consultant. Thesedile mmas result
in the consultant's losing the objectivity of a third party
position by incorporation of inappropriate values, adherence to
inappropriate norms, or development of a psychological state in
congruence with the activities to be addressed by the change
effort.This dilemma of inappropriate depth results in
change efforts that cannot provide for adequate or effective
change. The dilemma for coercion to participate in OD activities.
Hereresides the potential for involuntary change or
psychological or professiona l harm to organizational
members. There also exists the possibility of environmental
manipulationthrough the involuntary change in personal
attributes, structure, or organizational process,without awareness
or participation of organizational members.
7.
EVALUATION STAGE-The misuse, deletion, or distortion
of data may occur in the evaluation stage. Here, evaluation data
are distorted or deleted in a manner that results in personal,
professional, or organizational harm. The misuse of evaluation
data is frequent incases in which the major motivation for collecting
and reporting evaluation data is to advancethe personal interest of
consultants on internal parts of the client system.8.ALTERATION-The
dilemmas at this stage are failure to change (or lack of
flexibility) andthe adoption of an inappropriate new
strategy. Each can be seen to occur ty pically in
anintervention in which alteration is necessary for full effectiveness of
the intervention effort.F a i l u r e t o c h a n g e a n d a l a c k o f
flexibility can be caused by over adherence to
t h e specifications of a contract, the lack of skill or expertise, or the lack
of resources. Further, theadoption of an inappropriate new strategy
may result from pressure to pro-duce change inlight of
nonsupportive evaluation data.
9.
CONTINUATION/MAINTENANCE STAGE-Three specific ethical
dilemmas occur at thisstage. Reducing dependency is a difficult
issue for most consultants to encounter. The reduction of
effort and withholding of consultant services from the client
system also aredifficult. Of specific ethical interest is the consultant's
continued intense helping relationshipor service.

10.
TEMINATION STAGE-In the termination stage of change,
a variety of dilemmas may occur. Value and goal conflict, as well
as technical ineptness, may result in the transition of change to
inadequately prepared or unskilled internal parties, premature exit, or the
failure tomonitor change longitudinally.Of specific difficulty is
the determination of (1) when internal sources are cap-able
of responsibly carrying through the long term aspects of a
change effort and (2) whether theinternal parties have developed
the necessary processes to diagnose and solve
problems.I m p r o p e r a s s e s s m e n t o f a c l i e n t s y s t e m c a n
l e a d t o p r e m a t u r e e x i t o n t h e p a r t o f t h e consultant, which
may result in the broader issue of responsibility to the client.
Conclusion
With the demand for and acceptance of OD programs and
practitioners increasing rapidly, theethical issues surrounding OD's
practice should now receive increased attention. Its popularity
ine d u c a t i o n a l c u r r i c u l u m f o r p r a c t i t i o n e r s s e r v e s a s
e v i d e n c e f o r i n c r e a s e d e x p o s u r e b y investigation and
research. Because of the interdisciplinary values and backgrounds
comprised inthe OD field, ethical consonance among practitioners
and consumers alike requires diligenteffort. If OD is ever to be
accepted as a legitimate science as well as a profession, then
principlesguiding the actions of those providing OD services must no
longer be ignored.
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