One of the major changes that Traditional OD needs is a remodelling of the underlying assumption that feedback and discussion generated by feedback serve as the ultimate platform to make organizational improvements and create behavioural change.
Within cultures, there are certain things that are not discussed, from taboo to giving feedback about a characteristic that cannot change. The content of what is not discussed may change from culture to culture, but all cultures have the category of things that are not discussed. There is phenomenal variance between cultures on what is not discussable.
Cultures have different ways of discussing discrete & sensitive issues in what they see in an appropriate manner. For some cultures this may in a very closed forum, or with close friends that you trust. Other cultures prefer management meetings.There is phenomenal variance between cultures about what is discrete and sensitive.
Cultures have different ways of viewing emotions including anger. In some cultures, emotions including anger must be part of a discussion to prove you are genuine. In other cultures, you must smile when you are angry to repress any emotion. And strangely, in another culture, one must speak in a civil manner, yet to write flaming emails is ok!
In the global organization, we can see a lot of these differences coming into play. Western cultures have almost a religious belief that discussion creates an opportunity to improve. In many other cultures, the price that is paid for disrupting harmony by having a such a discussion is so high that the risk is not worth taking.
Western OD promulgates genuine and authentic feedback and discussion as platforms for improvement. Clearly as someone raised in Traditional OD, I believe in the power of genuine and authentic feedback. However, as a global OD consultant, my beliefs are irrelevant and I need to ensure that I do not use my position to push people to take risks that they think are not worthwhile.
So, the global OD consultant often work behind the scenes to deliver messages and “make things happen”, whilst external harmony is maintained.
The Traditional OD consultant will continue to be a missionary of discussion Uber Alles. And when work dries up, he or she will wait till the market gets better.
PS-Example I shared with my friend Peter A
Bill is Asia Pacific Area Manager. Som is Thai Area Marketing Manager. Bill wants to tell Som that his resistance to a certain marketing idea is unacceptable. Bill told his consultant that in the past, Som has “yes yessed”, then Som feels insulted. Allon suggest that Bill call Som’s colleagues in Viet Nam and the Philippines, and praises them for accepting the marketing idea. Bill then ensures that Som’s colleagues update Som that Bill has called. Bill talks to Som via his colleagues.
