In order to maintain a pulse on issues and concerns of immediate importance in the OD field, I joined several OD list services and discussion groups. <br> <p>In order to maintain a pulse on issues and concerns of immediate importance in the OD field, I joined several OD list services and discussion groups. As if my e-mail inbox needs the additional traffic! Members of these discussion groups are international as are you, the readers of this web log. Writing on deadline is proving a challenge so I welcome the fresh ideas that arrive in my inbox.<br>
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A current discussion item on one listserve is the merits and negatives of OD consultants having long term relationships with their clients. "Relationships" refers to business relationships, mind you.<br>
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What I find interesting is the so-far 50-50 split in opinions of those who participate. I originally thought this was a no-brainer; that a long term relationship is definitely preferable. This opinion is not universally held, I discover.<br>
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The initial relationship-building process seems to be viewed without diverse opinions as to difficulty or enthusiasm for the process.<br>
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Once a solid, positive client-consultant relationship is established, common denominators that maintain the relationship in a productive (for both parties) state include:</p>
<p>- Communication.<br>
- Trust.<br>
- Problem-solving skills.<br>
- Planning and strategy.<br>
- Confidentiality.<br>
- Honesty (in giving and receiving feedback and pointing out ways to improve).<br>
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Where opinions vary the most is whether creative solutions diminish the longer an OD consultant is entrenched within a client´s organization, and how long is "long-term".<br>
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"Long term" seems to be defined in the client-consultant relationship as 4-to-5 years or longer, together. I essentially agree with this definition.<br>
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Those who believe long-term relationships are more negative than positive state that they think consultants are prone to absorb the culture of the organization with which they closely work. They become more a part of the organization than is healthy for objective analysis and effective solutions. Organizational politics tend to affect and influence consultants long-term just as they affect and influence the organization´s employees. Creative solutions for which consultants are hired tend to dwindle the longer a consultant associates with an organization. People in the organization view the consultant as one of them and pay less heed to recommendations.<br>
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I personally disagree with this viewpoint. I am a proponent of long-term relationships not only because they are economically beneficial but because of how I view a "good OD consultant". The economics are such that initiating, solidifying, and building a client-consultant relationship costs more than maintaining the relationship. These are equivalent economies of scale to employee hiring, training, and on-the-job development. You already realize that retaining a productive employee is more financially beneficial than firing, then hiring, training, and getting up-to-speed yet another new employee.<br>
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A "good" OD consultant conducts her or his business by a code of conduct and through professional consulting competencies. Inherent in our standards (as OD consultants - including trainers, coaches, facilitators, and advisors) is a commitment to stay current with changing workplace, business, non-profit, or other environment issues. We must, ourselves, be committed to continual learning throughout our professional endeavors. We typically involve ourselves with multiple aspects of a client´s organization and have a broad view of long-range consequences. We network with each other, discussing new approaches and long-held theories, challenging each other and offering alternative solutions and resources to consider (while maintaining client confidentiality). We have the backbone to give frank feedback to those who pay our consulting fees, or there is little point in bringing someone in from outside the organization. These, and other OD consulting competencies and ethical obligations should keep the consultant-client relationship fresh, effective, and beneficial to both parties.<br>
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I believe both clients and consultants value strong, long-term professional relationships. Positive business results (whether for-profit or non-profit) evolve from such partnerships.</p>
