【组织发展】OD咨询流程

OD咨询流程The OD Consulting Process

OD咨询流程

The OD consulting process is a dynamic, iterative process of inquiry and action rooted in action

rearch. The client and OD practitioner collaborate in every aspect of the initiative. OD咨询流程

是一个源自于行动研究的动态、反复的探询和行动过程。客户与OD实践者的协作涉及OD

活动的方方面面。

This collaborative process engages the client and practitioner in surfacing organizational

patterns that facilitate and/or hinder the organization's ability to be optimally effective,

innovative, and adaptive. Through the practice of discovery and growing awareness, the client

and practitioner t the stage for leveraging organizational strengths, gaining the necessary

momentum for change, and delivering creative and innovative interventions. The process is

future oriented and supports the client to manage challenges and change while maximizing

potential and alignment with mission, purpo and desired future state. 期间，客户与实践

者共同协作，发现促进和/或阻碍组织有效性、革新性与适应性达到最佳状态的组织模式。

通过该发现，客户与实践者的认知得以增强，而这则为他们利用组织优势、获得必要的变革

动力以及实施创造性与革新性干预创造了条件。该流程面向未来，支持客户管理挑战与变革，

同时充分重视潜能以及与使命、目的与未来理想状态之间的一致性。

The OD consulting process can be conceptualized into four phas, with three

stages in each pha. Although they are prented quentially, in practice each

aspect may be revisited many times throughout the engagement (e Figure 8.1).

The phas are OD咨询流程可概念化为四个阶段，每阶段内含三个步骤。虽然它们是按

顺序呈现的，但实际上，在整个咨询过程中，每个阶段都可能重复多次。

这几个阶段如下：

 Start-up: pre-entry, entry, contracting 启动：进入前、进入、签约

 Diagnosis: data collection, data analysis, data feedback 诊断：数据收集、数据分析、数

据反馈

 Intervention: planning, designing, implementing 干预：规划、设计、实施

 Transition: follow-up, evaluation, completion 转变：跟进、评估、完成

The OD consulting process generates new knowledge and awareness and empowers clients

to take action on their own behalf. As the process unfolds and new levels of awareness and

learning emerge, they are incorporated into the intervention. The actions that are taken at

each pha and stage rve to strengthen the understanding of the client system and the

value of the intervention. With each successive step, the practitioner and client evaluate and

integrate the emerging information in order to ensure alignment with desired goals and

maximize the likelihood of a successful intervention. OD咨询流程能生成新认识和新认知，

并且允许客户自主采取行动。随着流程的展开以及认知与认识水平的逐渐提高，这些新的认

知和认识也将融入后续的干预活动。各阶段采取的行动有助于增进对客户系统以及干预价值

的理解。每执行下个步骤时，实践者与客户都会评估并整合最新信息，以确保符合理想目标

并尽量增加干预成功的可能性。

1

FIGURE

PHASES OF THE OD CONSULTING PROCESS

OD咨询流程各阶段

With roots in social change and human potential, it's not surprising that the OD consulting process

espous values related to human development, social justice, and inclusion. OD practitioners

must be steeped in theories and practices in the areas. They must also honor the quality of the

client-practitioner relationship through authenticity, healthy human interactions, and the

imperative to do no harm. OD咨询源自于社会变革与人类潜能思想，因此OD咨询流程奉行与

人类发展、社会正义以及包容性有关的价值观也不足为奇。OD实践者必须精通这些领域内

的各种理论与实践，同时还必须进行真诚、健康的人际交往并符合“无害”的要求，从而保

证客户与实践者之间关系的品质。

The OD consultant is an authentic, nonreactive prence in the client system and is skillful at

intentionally using lf as an instrument of change by attending to their internal feelings,

nsations, and shifts in attention. This information may lead to the discovery of parallel feelings

or nsations in the client system and rve to inform the OD consulting process moving forward.

OD顾问在客户系统中展现的是一种真诚而非反应性风格，而且他们善于有意地将自我作为

变革工具，留意自己的内心感受、感觉以及注意力转移。这些信息可有助于在客户系统中

发现类似的感受或感觉，进而推进OD咨询流程。

Start-Up Pha

启动阶段

Start-up is primarily concerned with how the consultant prepares for and enters the client system

and the process that establishes a mutually agreed to contract. The start-up pha is the keystone to

the overall OD consulting process and ts the stage for everything that follows. The more

intentional and conscious the OD practitioner is during this pha, the greater the probability of a

successful and rewarding engagement. 启动关心的主要是，顾问如何为进入客户系统和合约订

立流程做准备。启动阶段是整个OD咨询流程的基石，为接下来的一切奠定基础。OD实践

者在此阶段的目的性及意识越强，签约成功并获得丰厚回报的可能性就越大。

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Boundaries and relationships are at the heart of start-up. Healthy boundaries give purpo, focus,

and meaning to individual, group, and organizational life. They demarcate beginnings and

endings, t limits and establish the space between. Boundaries give order to the world. 启动的核

心在于边界与关系。合理的边界能为个体、群体和组织生活带来目的、焦点以及意义，它

们划分起点和终点、设置限制、确定中间区域。边界为世界带来秩序。

Some boundaries include clear and explicit expectations, desired outcomes, goals, roles,

timeframes, limits of collaboration, what information is relevant, who is included, who is

excluded, and many more. Start-up shapes the boundaries of the relationship between the

consultant and client, the way they work together, and the content of the work to be done.

Clarity about how to hold and manage one's own boundaries and how to respect other's

boundaries is esntial to developing and maintaining healthy relationships and productive

consulting practices. Without healthy boundaries

is no accountability. A consulting contract is an explicit agreement about boundaries, both

physical and psychological. 一些边界包括清晰明了的期望、理想结果、目标、角色、期限、

协作限度、相关信息、相关人员、无关人员以及许多其他信息。启动会影响顾问与客户关系

的边界、二者的合作方式以及工作内容。要发展并维持良好的关系以及有益的咨询实践，必

须清楚如何坚持并管理自身边界以及如何尊重他人边界。如无合理的边界，则无责任可言。

咨询合同就是一种明确的边界（物理与心理边界兼而有之）协议。

Pre-entry 进入前

The goal of pre-entry is to prepare for the "first contact" with the client; whether it's the first

time the OD practitioner talks to or meets the client or reengages with a former client. Every

meeting is an opportunity for "first contact"; an opportunity to press the ret button and

clear the screen of preconceived notions and bias. Approaching the client as if it is the first

time and last time they will meet enables the consultant to be fully prent, curious, and

confident. 进入前的目标在于，为与客户的“首次接触”做准备，这可以指OD实践者首次与

客户见面或会谈，也可指与老客户洽谈。每次见面都是一次“首次接触”的机会，即重新开始、

摒除一切先入为主的观念与偏见的机会。将每次客户接触视为第一次同时也是最后一次见

面，这种态度有利于顾问全心投入、充满好奇与自信。

Pre-entry involves rearching the client and client system and conducting a lf-asssment.

When rearching the client, consultants must scan the environment for pertinent information

about the client system. They are advid to gather and review all available documents—

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mission, values, philosophy, culture, leadership, history, size, structure, products/ rvices,

market position, customer profile, and reputation. 进入前需要研究客户与客户系统，并进行

自我测评。研究客户时，顾问必须搜寻环境中与客户系统有关的信息。建议顾问收集并审查

所有可用资料——使命、价值观、理念、文化、领导力、历史、规模、结构、产品/服务、市

场定位、客户概况以及声望。

Awareness of one's worldview is critical—it impacts everything (Gallant, 2012). Assumptions,

beliefs, and theoretical orientations about systems and how change happens filter what

consultant's attend to, ignore, and every choice throughout the consultation. OD practitioners

are never objective obrvers. At pre-entry, the practitioner also strives to surface and explore

their assumptions about the potential client and the assumptions held by the client—to

parate fact from inferences and suppositions. 对自身世界观的认知十分关键，其影响体现

在方方面面（Gallant, 2012）。有关系统和变革发生机制的假设、信念以及理论导向决定了顾

问在咨询过程中关心和忽视的问题以及一切选择。OD实践者绝非客观的观察者。进入前，

实践者还要努力发现并探索自己对潜在客户的观点以及客户自身的观点，分清哪些是客观事

实，哪些是主管臆想和推断。

It's esntial that practitioners conduct a lf-asssment of who they are and what they bring

to the consultation: knowledge, experience, skills, guiding principles, beliefs, and values. It is

just as important to attend to energy, bias, fears, projections, and assumptions about lf

and the client; asss knowledge and experience with social-level group differences (race,

gender, age, culture, xual orientation, class, and so forth); and prepare for the management

of potential ethical dilemmas. 实践者必须评估自己是谁以及自己能为咨询工作带来什么：

知识、经验、技能、指导原则、信仰以及价值观。同样重要的还有：关注自身及客户的能量、

偏见、恐慌、预测以及假设；评估对社会层面群体差异（种族、性别、年龄、文化、性取向、

阶层等）的了解与经历；以及准备好进行道德困境管理。

Areas for practitioners to consider at pre-entry include: 进入前，实践者需考虑的事项包

括：

• Criteria ud in deciding to accept a consultation 决定接受咨询业务用到的标准

• Theories of systems and change informing the approach to start-up and how they relate to

action rearch and the practice of OD 影响了启动方法的系统和变革理论，及其与行动研究

和OD实践的关系

• Focus of the consultation and how it impacts the pre-entry process 咨询重点及其对进入前流

程的影响

• How boundaries are identified, negotiated, influenced, monitored, held, and their potential

impact on clients 识别、协商、影响、监控和坚持边界的方式，以及边界对客户的潜在影响

• How to establish credibility and trust quickly and not leave them to chance 如何迅速建立信誉

与信任，而不听天由命

• How to lf-manage anxiety, expectations, and habitual unconscious patterns 如何对焦虑、期

望以及习惯性无意识模式进行自我管理

• How to be well prepared to engage across differences 如何做好准备，跨越差异

Entry 进入

The physical and psychological entry of a person into the life space of another carries unique

implications. In our everyday lives, there are rituals of entry. For example, offering a cup of coffee

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or tea, bringing a gift, or engaging in a warm-up activity to "break the ice". The entry ritual

recognizes that entry is somehow distinctive from what occurs before and after entry. The very act

of breaching the life space of the client surfaces relationship issues—all the visible and invisible

substance that makes up human interactions, with the added complexity of an organizational con-

text. By effectively managing the predictable surpris (such as incurity, motivation, anxiety,

compulsive action, fear, power, and so on), the consultant begins to create healthy patterns for the

budding client-consultant relationship (Gallant & Ríos, 2006). Once created, patterns resist

restructuring. Therefore, being intentional about entry and tting patterns that positively rve the

client, the work, and the relationship are esntial. 一个人（身体和心理上）进入另一个人的生

活空间蕴含着独特的意义。我们的日常生活中有进入仪式。比如，上一杯咖啡或茶、带一

份礼物、或者参加热身活动以“打破僵局”。进入仪式承认了进入与进入前后的情况之间的

区别。打破客户生活空间这一做法本身就揭示了关系问题（构成人类互动的一切可见与不

可见物），以及组织背景的额外复杂性。通过有效地管理这些可预见到的意外（如不安、

动机、焦虑、强迫性行动、恐慌、权力等），顾问开始为客户与顾问初步关系建立健康的

模式（Gallant & Ríos, 2006）。模式一经建立便很难改变。因此，进入时必须有一定的目

的并设置有利于客户、工作与关系的模式。

During entry, consultants also locate and identify the client(s), explore the work to be achieved,

and begin asssing the fit. Typically, there is more than one client, each with a different role and

varying degree of authority. Consultants must remember that, if they don't know who the client is,

they can't develop a contract. If they don't have a contract, they don't have a client. 进入期间，顾

问还定位并识别客户，探究待完成工作，并开始评估是否适合自己。一般而言，客户不止

一位，每位客户的角色与权威程度都不同。顾问必须牢记：不了解客户身份则无法订立合

同，而无合同则无客户。

Locating the client is both straightforward and an iterative process whereby consultants

consistently ask:客户定位是一个直接简单而反复的流程，期间，顾问常问以下问题：

• Who is the client? To whom is the rvice or product being delivered? 客户是谁？接收此项

服务或产品的是谁？

• What does the client expect? 客户有何期望？

• What is the client's perception of the value of the rvice (consulting) or product (design, plan,

or budget) being providing? 客户对提供的服务（咨询）或产品（设计、计划或预算）有何

看法？

Contracting 签约

The goal of contracting is to develop a clear, mutually agreed-on t of shared expectations, either

formal or informal. A clear and well-defined contract is fundamental to the success of any change

initiative. Through the contracting process, the client's desired outcome is illuminated and

everything flows from there. 签约的目的在于，制定一组明确的、双方同意的正式或非正式

的共同期望。定义明确的合同是一切变革举措成功的基础。签约过程中，客户的理想结果

得到明确，然后，一切便由此展开。

and put them into written form. 实践者与客户确立并阐明期望与目标，并且进一步提炼变革

工作的理想结果。二者就合作方式、角色分工、基本规则确立方法、顾问支持需求、以及

财务安排事宜达成一致。此外，他们还会规定咨询工作的范围、细节以及成效。确立反

馈、评估及终止流程，并最终以书面形式总结所有协议，这一点也非常重要。

Documenting agreements provides an opportunity for both parties to clarify expectations and

internalize commitments. The written contract creates a shared memory of the dialogue and

decisions. It creates another opportunity to affirm the deliverables, roles, timetable, and

approach— who, what, when, where, how, how much, and how long. Documentation can be in the

form of a memo of understanding, a proposal letter, or a formal contract. 提供协议记录为双方

提供了一个澄清期望和内化承诺的机会。书面合同创造了共同的对话与决策记忆，同时也

为双方确认可交付成果、角色分工、时间安排以及方法（人物、内容、时间、地点、方

式、数量/金额以及时长）创造了第二次机会。记录形式可以是谅解备忘录、建议信，也可

以是正式合同。

Entwined within the procedural aspects of contracting are associated psychological aspects. Hope

and fear about the work and the relationship often coexist simultaneously. Behind every request

for help there is often an ambivalent client. Therefore, trust and mutual respect are esntial to the

relationship and ultimately to the success of the engagement. 签约过程中交织着各种情绪。对

工作与关系的希望与担忧往往同时存在。每个帮助请求的背后通常都有一名犹豫不决的客

户。因此，信任与相互尊重是建立关系并最终成功签约的必要条件。

For contracting to be successful, the client must be determined, highly committed, have personal

involvement, and be invested in the outcome. Contracts must be mutually agreed on, with all parties

fully informed. Mutuality must be achieved or there is no contract.

要成功签约，客户必须下定决心、全心投入、亲自参与、并努力实现结果。合同必须双方

同意，且都充分知情。合同必须体现这种相互性，否则便徒有其名。

A central task of start-up is helping the client to clarify the outcome, and then align the goals

(deliverables) in a way that the likelihood of achieving the outcome is heightened. This is usually

an iterative process as both the client and the practitioner can become side-tracked by focusing on

activities, rather than desired outcomes. 启动的中心任务是帮助客户明确结果，然后调整目标

（可交付目标）以增加实现该结果的几率。这通常是一个反复的流程，因为客户与实践者

可能偏离正轨，聚焦于具体活动而非理想结果。

The client has a goal to achieve or a problem to be solved. As the story is elicited, obrving,

listening, clarifying, tracking patterns and effective questioning are esntial consultant

competencies. It takes skill to discern and differentiate tasks (goals, activities) from outcome (vision,

preferred future). The questions consultants ask are fateful, important, and may impact results.

Attending to how questions are framed increas the likelihood of eliciting wanted outcomes.

Effectively managing the start-up pha helps create conditions for trust, credibility, and

predictability that are esntial to the overall success of the engagement. The tasks for start-up are

shown in Table 8.1. 客户要达成某个目标或者解决某个问题。在他们讲述故事的过程中，顾

问必须能够观察、倾听、澄清、追踪模式并进行有效质询。识别其中的任务（目标、活动）

与结果（愿景、偏好未来）并将两者加以区分需要技巧。顾问所提的问题意义重大，可能对

结果产生影响。关注问题的提出方式可增加诱发理想结果的可能性。有效管理启动阶段有助

于创造条件，取得信任、建立信誉、提高可预见性，这些都是成功签约的关键。启动任务如

表所示。

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TABLE OVERVIEW OF TASKS FOR START-UP

PHASE 启动阶段任务概览

Pre-Entry 进入前

• Self- asssment 自我测评

Conduct an internal scan: assumptions,

beliefs, projections, skills, experience, and

knowledge, theories in u, strengths,

development edges, trust, credibility and so

on. 内视：假设、信仰、预测、技能、经

验、知识、现用理论、优势、发展优势、

信任、信誉等。

Conduct an external scan: what is the client's

perception of me, my skills? 外视：客户对

我、我的技能有何看法？

Learn about organization: mission, size,

products/rvices, market position,

competitors, history, culture, customer

profile, and so on. 了解组织：使命、规

模、产品/服务、市场定位、竞争对手、

历史、文化、客户概况等。

Manage initial meeting boundaries:

introductions, time, pace, out- comes, who

needs to be prent, roles. Engage with

genuine interest and curiosity. Track what is

said and how information is shared; attend to

process and content; obrve information

about culture, morale, and relationships. 管

理首次见面的边界：介绍、时间、节奏、

结果、出席人员、角色。兴趣和好奇发自

• Build relationships 建立关系

Make meaningful contact by learning who

the client is, sharing who you are, and

exploring values. Explore diversity

dynamics, surface ambivalence, and attend to

feelings in client and lf, i.e., excitement,

detachment, hostility, disinterest. 通过了解

客户身份、自我介绍、探索价值观建立有

意义的联系。探究多样性动力、揭露矛盾

心态、并关注客户及自身感受（即兴奋、

超然、敌意、漠不关心）。

Invite client to "tell the story". Inquire about

wants, expectations, and hopes; ek

examples to understand concerns and issues:

what client system wants to change, need

behind the request for help, other change

efforts, current and previous success or

failures; what they learned from both. 欢迎

客户“讲故事”；询问其需要、期望及希

望；寻找实例以理解其担忧与问题：客户

系统想改变什么、帮助请求背后的需求、

其他变革工作、当前及先前成败、他们从

中学到的东西。

Collaboratively develop clear statement of

client's desired outcome(s) and consultation

goals. This is an iterative process of

clarifying, re-framing, clarifying. 共同以书

面形式阐明客户的理想结果与咨询目标。

这是一个反复的澄清、重构、再澄清的过

程。

Describe the consultation and requirements

for success. Explore and share

client/practitioner wants, needs, wishes—for

contact, control, information, and

involvement in the consultation. Make

affirming statements and demonstrate

understanding and empathy. Provide

reassurance. 描述咨询与成功要求。探索

并分享客户 描述咨询与成功要求。探索

并分享客户 /实践者 接触对方 、取得

控 制、 获取 信息 和参与 咨询 活动

的需要、求与愿望 的需要、求与愿望 ，

以书面形式 ，以书面形式 ，以书面形式

加以 肯定并 展现 理解 与谅，打消疑

虑 。

• Establish need for the work 确定工作需

求

• Frame desired outcome(s) 构建理想结果

Clarify scope and roles 澄清范围及角

色

Collaboratively define scope of consultation:

initial strategies, objectives, steps, critical

success factors, stakeholders, participants,

products (if any) and delivery timelines,

external factors that can impact the

consultation, who el needs to be involved

and in what ways. Clarify and define roles,

responsibilities, and levels of commitment.

Agree about joint client/practitioner

responsibilities. 共同确定咨询范围：初步

策略、目标、步骤、关键成功因素、利益

相关者、参与者、产品（有的话）以及交

付时间、可影响咨询的外部因素、其他相

关人员及其参与方式。澄清并确定角色、

职责及投入程度。就客户/实践者共同职

入度是否足够继续向前进行。

• Summarize and document 总结与记

录

Collaboratively develop a written agreement

summarizing consultation— practitioner

expectations, process, scope, outcomes,

deliverables, relationship, timelines, nature

and frequency of communication, and

budget. Determine next steps: who, what,

when, where, how, how much, how long. 共

同制定书面协议来总结咨询活动——实践

者期望、流程、范围、结果、可交付成

果、关系、时间、沟通性质与频率以及预

算。确定后续步骤：人物、内容、时间、

地点、方式、数量/金额、时长。

Diagnosis Pha

诊断阶段

During the start-up pha the desired outcome is identified and a contract agreed upon. The

goal of the diagnosis pha (e Figure 8.3) is to establish a focus for the consultation. The

pha is labeled "diagnosis", although the word is misleading. Diagnosis implies identifying a

problem or dia, as if the organization is sick and needs fixing. That is not the mindt of

the OD practitioner and the authors would prefer the pha be labeled "Focus". For editorial

consistency we've maintained the traditional terminology. 启动阶段确定了理想结果，并达

成了一致性合同。诊断阶段（参见图8.3）的目标在于确定咨询重点。该阶段名为“诊断”，只

是此名易造成误导。诊断暗指确定问题或疾病，好像组织不健康需要整顿一样。但这并非OD

实践者所想，而且笔者更倾向于将该阶段命名为“焦点”。但是，为保持行文的一致性，我们

仍沿用该传统术语。

In an OD context, diagnosis is the process of establishing a shared understanding of the client

system and bad on the shared understanding decide if change is desirable (Alderfer &

Brown, 1976). OD consulting has at its core generating data that become the catalyst for

change in the client system. Through data collection, data analysis, and feedback, the

diagnosis pha provides the client and practitioner with a place to start the change initiative.

All the stages in this pha are interventions and need to be planned, purpoful, and have

explicit content and process objectives. Interventions provide valid information, are prented

to the client in a way that fosters free and informed choice, and conducted in a way that builds

and maintains commitment (Argyris, Putnam, & Smith, 1985.) OD背景下的诊断是一个建立

对客户系统的共同理解，并基于该共同理解判断是否需要变革的过程（Alderfer & Brown,

1976）。OD咨询的核心在于，生成可促进客户系统变革的数据。通过数据收集、数据分析

以及反馈，诊断阶段为客户与实践者提供一个变革的契机。该阶段的所有步骤都是干预手段，

它们需要有计划、有目的、并且有明确的内容和流程目标。干预手段能提供有效信息，对它

们的介绍应该有助于客户做出自由且明智的选择，对它们的执行则应该有利于培养并保持责

任感（Argyris, Putnam, & Smith, 1985）。

FIGURE 8.3. DIAGNOSIS PHASE

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图8.3诊断阶段

Data Collection 数据收集 数据收集

The objective of data collection is to increa awareness of specific issues, to create

expectations that change is possible, and to build relationships. It also rves to educate the

consultant about the client system and provide clients with a broadened perspective of their

shared experience. 数据收集的目标在于增强对特定问题意识， 令大家 相信 变革 有望 实

现 ，并建立关系。它还 ，并建立关系。它还 ，并建立关系。它还 有助于顾问了解客户系

统 ，并为客户提供一个基于 双方 共同经历的更为广阔视角。

OD practitioners must be familiar with multiple diagnostic and asssment models and their

theoretical constructs. Diagnostic models reprent organizations through various lens and

emerge out of particular worldviews. They are uful guides for practitioners in navigating

and providing coherence to their work. The models OD practitioners choo inform where

they focus attention, what they deem vital or irrelevant, how they gather, interpret, categorize

and share data, and ultimately how they design interventions and actions. Consultants can

choo to u current models, adapt them, or create their own. What's important is to ensure

that the inherent possibilities and limitations in any model are thoroughly understood, as no

single model will ever encompass the complexity of an organization. OD实践者 必须熟悉多

种 诊断与测评模型及其理论 构念 。诊断模型 。诊断模型 源自于 特定世界观 ，透过 ，

透过 各种视角表现组织。它们是 各种视角表现组织。它们是 实践者 指导 和统一 自身工

作的实用指南。 OD实践者 选择的模型 会影响 他们 关注 的重点， 重点， 他们 认为重

要或无关的事项， 认为重要或无关的事项， 认为重要或无关的事项， 数据收集、解读分

类及享方式， 数据收集、解读分类及享方式， 数据收集、解读分类及享方式， 数据收集、

解读分类及享方式， 数据收集、解读分类及享方式， 以及 最终 的干预与行动设计方案。

顾问可选择利用当前模型， 干预与行动设计方案。顾问可选择利用当前模型， 调整 这些

模型 ，也可以自行创 ，也可以自行创 建模型。重要的是， 建模型。重要的是， 务必 对

任何模型的固有可能性与局限了解透彻，因为单 对任何模型的固有可能性与局限了解透彻，

因为单 个模型绝对无法 概括组织的复杂性。

11

Examples of models include Leavitt's; Weisbord's Six Box; McKiny's 7S; Nadler-Tuchman's

Congruence; Bowman and Deal's Four Frames; Burke-Litwin; Social Constructionism; Open

Systems; and many more (Noolan, 2006). While a review of the models is outside the scope

of this chapter, the following questions can rve practitioners as they rearch and examine

various frameworks. 模型范例包括 Leavitt模型、 模型、 Weisbord的六宫格模型（ 的六

宫格模型（ Six Box）、 McKiny的 7S模型、 Nadler-Tuchman的一致性模型（ 的一致性

模型（ 的一致性模型（ Congruence）、 Bowman与 Deal的四框架模型（ 的四框架模型

（ 的四框架模型（ Four Frames）、 Burke-Litwin模型 、社会建构主义开放系统模型 、社

会建构主义开放系统模型 、社会建构主义开放系统模型 、社会建构主义开放系统及其他模

型（ 及其他模型（ Noolan, 2006）。 对此 ，本章 ，本章 就 不一介绍了 ，不过下列问题

可为研究和考察各种框架的 实践者 提供帮助：

• What are the similarities and differences between models?

各种模型之间有何异同？

• How does each model align/fit with the practitioner's understanding of organizations (structure,

systems, relationships, process)? 每种模型与实践者对组织（结构、系统、关系、流程）的

理解之间的匹配/适合情况如何？

• What is the importance given to individual variables and relationships between variables in

each model? 每种模型对个体变量，以及各种变量之间的关系重视程度如何？

• What are the theoretical constructs and assumptions embedded in each model? 每种模型蕴含

哪些理论构念与假设？

The model an OD practitioner choos points him or her in a particular direction for exploration

and data collection. There is no one best method for collecting data; all have pros and cons. When

developing data collection strategies, consultants consider the following: OD实践者所选的模型

为实践者指明了探索与数据收集的方向。没有哪种数据方法是完美的，所有方法都有其利

弊。制定数据收集策略时，顾问考虑的事项如下：

• The nature of the opportunity, issue, or problem 机会、争议或问题的性质

• The lens that best rves the needs of the situation and why 最符合情境需求的视角及其原因

• How the chon model informs who, what, and how data is collected 所选模式对数据收集人

物、内容与方法的影响

• What needs to be asked; where the questions may lead 待提问题；问题引往哪个方向

• What information must be confidential or anonymous 哪些信息必须保密或匿名

• Where the boundaries are 边界在哪

• Who needs to be involved and why 需参与人员及其原因

• The methods and process that provide good information and build trust 提供有效信息并建

立信任的方法与流程

• How the strategy impacts the client system, relationships, and desired outcome(s) 策略对客户

系统、关系及理想结果的影响

• How much it will cost (time, people, and money) 成本（时间、人力及金钱）

• What the tradeoffs are 有哪些权衡因素

While collecting the data, the practitioner builds commitment to the OD effort and ensures

credibility with tho who produce and u the data. Typically, multiple approaches are ud.

12

Examples include interviews (structured or unstructured; individual, group, organization, or

community; appreciative and diagnostic); surveys; direct obrvation; nsing; whole system real-

time; flow charting; storytelling; and many more. 收集数据时，实践者也是在争取大家对OD

工作的认同，并确保自己在数据生产和使用者中的信誉。这里用到的方法一般包括：访谈（结

构化或非结构化；个体、群体、组织、或社区；欣赏性与诊断性）、调查、直接观察、感觉、

全系统实时跟踪、流程图、讲故事等。

Data Analysis 数据分析

During this stage, consultants (in collaboration with clients) choo the most appropriate

techniques to analyze and prent the data that has been collected. It is important to choo

techniques that support the client system to assimilate the results. Generally, a combination

of qualitative and quantitative techniques is ud. Qualitative techniques include content

analysis and force field analysis. In content analysis, large amounts of qualitative data are

summarized into themes or categories. In force field analysis, the data is organized into two

areas—forces that facilitate and forces that resist change. The lists are then ranked by

importance or strength. Data can be displayed as themes/categories, enabling (+) or resisting

(–) against a model, a sociogram of who interacts with whom, responsibility charting, mind-

maps, narrative, or even dramatizing it at a group meeting. 在此期间，顾问（与客户协作）

选择最合适的技术来分析并呈现收集到的数据。这里选择的技术必须有助于客户系统对结果

的吸收。一般来讲，顾问会结合使用定性与定量技术。定性技术包括内容分析与力场分析。

内容分析将大量的定性数据归为不同主题或类别。力场分析则将数据分为两种——变革促进

力量与变革阻碍力量。接下来，再根据重要性或强度对数据进行排序。数据可以表现为：主

题/类别、对某种模型的促进（+）或阻碍（–）、表现人员间相互作用的社会关系图、职责表、

思维导图、陈述，甚至还可以在群体会议上以戏剧手法进行表现。

Examples of quantitative techniques include statistical analysis, t-test and z-scores,

correlation coefficients and scatter grams. Statistical analysis includes means, standard

deviations, frequency distributions—reprenting average scores and the spread of variability

of respons (Cummings & Worley, 2005). Statistically significant differences can be

determined when comparing a group against a standard; correlation coefficients and scatter

grams allow for inferences between variables. 定量技术具体包括统计学分析、t检验与z分

数、相关系数与散布图。统计学分析包括平均值、标准差、频数分布（体现平均分数和回答

多变性分布）（Cummings & Worley, 2005）。将群体与对照可发现有统计学意义的差异；相

关系数与散布图考虑到了不同变量之间的推论。

Care is needed to ensure that subjectivity and distortion don't impact the integrity of the data

analysis and prentation. The primary responsibility for analyzing the data rests with the

client. The interpretation of the results—the meaning the client makes of the data—comes

after deliberation and discussion that leads to clarity, ownership, and energy to move forward.

分析和呈现的数据务必完整，切忌带有主观性和个人曲解。分析数据的主要责任在客户。对

结果的解读（客户对数据的理解）要在商议和讨论（从而提供清晰度、责任感、以及前进动

力）之后进行。

Consultants support the clients to explore the data and reach their own conclusions while

ensuring clarity about significant themes, key relationships between themes, match or

mismatch from what was expected, outliers, causal relationships, elements that may have

impacted data, significance of statistical results, and so forth. 顾问支持客户探索数据并得出

13

自己的结论，同时保证明确重大主题、主题间的重要关系、是否符合期望、异常值、因果关

系、可能影响数据的因素、统计结果的意义等。

Once the analysis is completed, a decision is made regarding who is best suited to review,

organize, and prent the data. Remember, each stage of diagnosis is an intervention with

clear process and content outcomes. 分析一经完成，立即决定最适合审核、整理以及呈现

数据的人员。要记住：诊断的每个步骤都是一项具有清晰流程和内容结果的干预手段。

Data Feedback 数据反馈

The purpo of the feedback ssion is to heighten awareness of the issues confronting the

client system and support the client to identify and t priorities to move the organization

forward. This process allows for free and informed choice, highlights the gap between the

"prent" and "desired" states, engages the client in validating and analyzing their data for

meaning, and mobilizes energy for action and commitment to change. In the best

circumstances it creates a shared experience of a paradigm shift and transformation. 反馈会

议的目的在于，增强对客户系统所面临问题的意识，同时支持客户分清轻重缓急以推动组织

前进。此过程允许自由做出明智选择，突出“当前”与“理想”状态之间的差距，让客户参与数

据意义验证与分析的过程，并激发行动和变革的热情。在理想情况下，这能创造一种范式转

换与转型的共同体验。

The tasks for the diagnosis pha are summed up in Table 8.2. 表8.2总结了诊断阶段的各

项任务。

Data Collection 数据收集

Develop a plan 制定计划

Consider desired outcome and choo

relevant models; lect data gathering

methods; consider available resources; decide

who should be involved, when, and why;

consider constraint impod by organizational

culture and client preference. 考虑理想结果

并选择相关模型；挑选数据收集方法；考

虑可用资源；决定应参与人员、时间及原

因；考虑组织文化与客户偏好。

Collaborate with client to draft a

communication—sharing goals, objectives,

process, and timeframe with the organization.

与客户协作拟定沟通方案——与组织分享

近、远期目标，流程，以及相关时间安

排。

Develop qualitative protocols and/or choo

quantitative tools; gather relevant

information; or prepare materials for more

creative methodologies. 制定定性协议并/或

选择定量工具；收集相关信息；或者为更

多创造性方法准备材料。

When appropriate, u both quantitative and

qualitative methods; collect no more data

than is necessary or relevant. 可根据实际情

Communicate 沟通

Prepare for data gathering 为收集数据做准

备

Gather data 收集数据

14

况同时使用定量与定性方法；勿收集过多

或无关数据。

Format data 格式化数据

Decide how findings will be shared, with

whom, when, in what format; minimize bias

and distortions; u simple models; make

materials easy to read; u visual aids to lend

interest. 决定分享发现的方式、对象、时

间、形式；尽量消除偏见与曲解；使用简

单模型；增强材料的可读性；使用视觉教

具激发兴趣。

Asss what data expos—patterns, causal

relationships, surpris, etc. Consider

peripheral factors that may have influenced

data. Prepare a report bad on agreed-on

format. 评估数据揭示的内容——模式、

因果关系、意外情形等。考虑可能对数据

产生影响的外围因素。根据议定的形式准

备报告。

Support client to interpret the data; convey

information clearly; track how data from

different parts of system impact each other.

帮助客户解读数据；清晰地传达信息；追

踪系统不同部分的数据如何互相影响。

Have agreed-on process for how feedback

will be shared, who will be prent, where;

decide whether leadership/management will

receive information first; keep prentation

simple; adapt it to audience; ensure logistics

are managed. 就反馈分享流程、出席人

员、地点达成一致；决定领导者/管理层

是否首先接收信息；简化演示流程，并按

照受众的具体特点加以调整；保证后勤管

理到位。

Feedback naturally rais anxiety and has

potential to feel threatening; refrain from

题、趋势及模式上；使用客户 将焦点放

在主题、趋势及模式上；使用客户 将焦

点放在主题、趋势及模式上；使用客户

的语言；保护记录。

Open ssion 召开会议

State objectives; establish norms; build

rapport; pay attention to confidentiality and

non-retaliation; share structure of ssion;

describe data collection process; enable

client system to carry its own message;

communicate what will happen after the

ssion. 陈述目标；确立规范；建立默

契；注意保密性，不打击报复；分享会议

结构；描述数据收集流程；使客户系统能

够传达自身讯息；传达会议后事宜。

Maintain interest, build commitment; Prent the data without defending or

encourage client to identify patterns, share

reactions, ask questions; record additions and

corrections to data; avoid focusing on the

past, support generating energy toward the

future; support the client to take

responsibility to analyze, evaluate, and create

meaning; recognize and facilitate complex

An intervention is any planned, purpoful act that helps the client system grow, change, and/or

adapt. Although the consultant is always intervening, during this pha the focus is on system-

level interventions intended to achieve the client's desired outcome. (See Figure 8.4.) 干预是帮助

客户系统成长、变革和/或调整的所有有计划、有目的的行为。虽然顾问总是在干预，但

是，本阶段的重点在于系统级别的干预以实现客户的理想结果。（参见图8.4）

Creativity and practicality join hands and dance while keeping a lar focus on the client's desired

outcomes. The practitioner needs to understand change theories and have intervention design and

project management skills, along with courage, wisdom, and flexibility. During this pha the

practitioner is guided by the professions' ethics, values and the primacy of diversity and

transparency (Farquhar, 2006). 要实现客户的理想结果，需要兼具创造力和实践能力。实践

者既需要理解各种变革理论，又需要具备干预设计与项目管理的各种技能，同时还需要勇

气、智慧以及灵活性。本阶段指导实践者的因素包括职业道德、价值观以及多样性和透明

性的主导性。（Farquhar, 2006）

Some guiding questions include: 一些指导问题包括：

• What must happen? What are the next steps? 必须发生什么？必须做什么？

• What will work? 哪些干预比较有效？

• What beliefs are driving the assumptions about what will work? 驱动上述看法的是哪些思

想？

• How will the intervention be conducted? 干预将如何实施？

Planning 规划

Interventions are designed through an iterative process of considering alternatives and sharpening

the focus. The consultant synthesizes what he or she has learned in an organized way and

collaborates to choo the approach that is most likely to achieve the desired outcome(s). This

involves clarifying the context and desired outcomes and making the relevant theories and

assumptions explicit. 设计干预活动是一个反复考虑备选方案并缩小聚焦范围的过程。顾问有

机结合自己得到的认识，然后与客户协作，选择最可能实现理想结果的干预方法。这包括弄

清背景与理想结果，以及阐明相关理论与假设。

The design is the framework that ts the boundaries and provides a template for decision

17

making. The consultant's role is to help the organization consider options and make conscious

design and intervention choices. When designing an intervention, consultants consider:

purpo, desired outcome, nature of change (simple, complex, complicated), level of

engagement, relevant stakeholders, environment, culture, core technology, leadership, scope

within available resources, fit within flow of overall initiative, feasibility, and the client's

commitment. 设计方案是设立边界并提供决策模板的框架。顾问的作用是帮助组织考虑可

选方案、进行有意识的设计、并做出有意识的干预选择。设计干预活动时，顾问考虑的是：

目的、理想结果、变革性质（简单、复杂、棘手）、参与度、利益相关者、环境、文化、核

心技术、领导力、可用资源范围、整体项目流程内部适合度、可行性以及客户承诺。

Ensuring a sound rationale for an intervention is critical, as it guides the practitioner's choices.

A solid rationale is achieved by identifying concepts and theories from relevant literature,

knowledge from practical experience, and intuitive insights that apply to achieving the desired

outcomes in the context of the client's current situation. 干预活动务必具有良好的理论基础，

因为这对实践者的选择具有指导作用。要奠定坚实的理论基础，顾问需要明确相关文献中的

概念与理论、来自于实践经验的知识、以及可用于在客户当前情境下实现其理想结果的直觉

见解。

Questions for consultants to consider are listed below. Answers to the questions point the

direction and provide the logic for the lection and design of the intervention. 顾问需要考

虑的问题如下。问题答案可为干预选择与设计指明方向并提供逻辑基础。

• What is the role of the OD consultant? OD顾问扮演何种角色？

• What are the critical success factors? What theories, assumptions, and "other" knowledge

would em to apply to this situation? How will contradictions in theories be harmonized? 关

键的成功因素有哪些？哪些理论、假设及“其他”知识似乎适用于该情境？如何调和各种理论

中的矛盾？

• What beliefs are being held about how transformation and change occurs (top down,

bottom-up, inside-out, outside-in) and how resistance is managed? How are the beliefs

driving decisions? 关于转型与变化如何发生（自上而下、自下而上、由内至外、由外至内）

以及如何管理阻力，目前存在哪些观点？这些观点如何驱动决策？

What leadership practices must be prent for change to occur? 为催生变革，领导者必须做什

么？

• What is the impact of organizational structure and its role in the intervention? 组织结构的影响

及其在干预中的作用如何？

• Why recommend one approach and not another? 为何主张一种方法而非另一种？

The example in Table 8.3 demonstrates how the practitioner's rationale impacts every intervention

choice. Each of the options stands on a t of principles, knowledge, or beliefs about how

change happens, the role of the OD practitioner, and role of the client. 表8.3中的范例显示了实

践者的理论基础对一切干预选择的影响。这些选项都是基于一套有关变革如何发生、OD实

践者角色以及客户角色的原则、知识或观点。

Through a collaborative iterative process, the practitioner and client lect a strategy and then flow

into the next level of detail in the design. There isn't a "right" or "wrong" approach here. What's

important is that the design have integrity and that it stand on a firm foundation. If it is an

"intuitive experiment", the client is fully informed and has agreed it's worth the risk. 在整个反复

性流程中，实践者会与客户协作选取策略，然后进行具体的细节设计。这里的设计方法并

18

无“正误”之分。重要的是设计的整体性及其基础的牢固性。如果设计全凭“直觉”，则客户

应该完全了解这一点并同意冒险。

As the design evolves, consultants begin to clarify the breadth and depth needed. They

identify who needs to be involved and where they are located in the system; the level(s)

of system the intervention targets—individual, interpersonal (dyad/trio), team, group,

large system, whole system, inter- level dynamics; and the boundaries—what is "in" or

"out" as determined by the desired outcome. Drawing a systems map and completing a

stakeholder analysis can help clarify who needs to be involved and in what ways. 随着设

计的深入，顾问开始明确干预所需的广度与深度。他们确定需参与人员及其在系统

中的位置；干预针对的系统层级——个体、人际（二/三人）、团队、群体、大型

系统、整个系统、层级间动态；以及边界——根据理想结果划定的“内”“外”因素。

绘制一张系统地图并完成利益相关者分析可有助于弄清需参与人员及其参与方式。

TABLE 8.3. EXAMPLE OF POSSIBLE DESIGN STRATEGIES AND

RELEVANT RATIONALE 表8.3设计策略及相关原理范例

Client's Desired Outcome: improve team performance as demonstrated by a more open

flow of information, shorter cycle time on decisions, and greater collaboration and

sharing of technical experti. 客户的理想结果：提高团队绩效。具体表现为：信息

流更加开放、决策周期缩短、协作与专业知识分享加强。

Strategy (A) 策略（A） Strategy (B) 策略（B） Strategy (C) 策略（C）

• Conduct individual • Create the container for • Convene the space for

interviews 进行单独访谈 open dialogue 为公开谈话

• Collate data 核对数据 other 为团队互访创造空间

• Design and facilitate a • Facilitate team to make • Optimize conditions for

feedback ssion 设计并引meaning 引导团队进行理

导反馈会议 解

• Collaborate and plan 用各种条件来明确责任并

next steps 协协作并规划协调行动

后续步骤

Rationale 原理 Rationale 原理 Rationale 原理

• Individuals are more likely • Group experience builds • Changing the narrative

to be open 1:1 一对一访谈facilitates change 改变叙事

时个体更可能坦诚相待 可促进变革

• Interviews provide • Individuals will lf- 验可增进彼此信任与开放

the team to interview each

• Collaborate and plan next

steps 协作并规划后续步骤

留出空间

accountability and

coordinated action 充分利

organize if they are clear opportunity to build trust and

about what they want and

have the information they message that it's not safe to

need 若清楚自身所想并了speak openly 单独访谈传递

解所需信息，个体则将自的信息是公开交谈不安全

组织 数据将为顾问提供所需背• Increas capacity of team

trust and openness and

accelerates learning 群体体

度，并加快学习速度

relationship 访谈提供建立

• Individual interviews nd

信任与关系的机会

• Data will provide

consultant needed context

景

to engage with each other 增

• Data will help "diagno" 强团队交往能力

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the issues impacting team

数据将有助于“诊断”影响

团队的各种问题

Depth address the private or hidden issues the intervention is eking to influence. For example,

changing behaviors one is unaware of requires a different strategy than changing behaviors one is

aware of and motivated to change. In general, consultants intervene at a level no deeper than

what's required to produce and sustain the desired outcome, a level at which the client can commit

adequate resources and the practitioner is competent. 深度探讨的是干预活动力图影响的私人

或潜在问题。比如，改变尚未意识到的行为与改变意识到并积极改变的行为，这二者需要

的策略并不相同。一般而言，顾问的干预程度应该不深于产生并维持理想结果所需的干预

程度，从而让客户可以投入足够的资源，同时实践者也能够胜任。

With a strong rationale and strategy, and clarity on breadth and depth, consultants sharpen the

focus and consider various activities. For example, a client's desired outcome to "fundamentally

change how work gets done", would require transformational change, and the focus would likely

be on the culture and leadership. Another client may contract to "improve the cycle time on the

billing process". This is an incremental change that requires a different approach and may be

targeted to one department with emphasis on process improvement. Other areas of focus could

include communication, decision making, division of labor, staff capability, conflict, problem

solving, authority, etc. 凭借有力的理论基础与策略，以及对广度与深度的准确把握，顾问才

能明确重点并考虑各种活动。比如，一位客户的理想结果是“从根本上改变工作完成方

式”，这就需要转型变革，变革的焦点可能就在于文化和领导力。另一位客户签约的目的可

能是“缩短计费流程周期”，那么，这就是一项递增性变革，需要采取不同方法，可能针对

某个部门，重点在于流程改进。其他重点可能还包括沟通、决策、分工、员工能力、冲

突、问题解决、权力等。

With the client's desired outcome(s) as the destination, practitioners develop a high-level

design that is buoyed by a clear rationale. They then lect the tools they will u and develop

an implementation (project) plan. The tools are the activities or models that support the

intervention and allow the practitioner to confidently answer the question: How do I proceed?

以客户的理想结果为目标，实践者才能够制定出以明确的原理为支撑的、高水平的设计方案。

然后，他们将挑选使用工具并制定实施（项目）计划。工具是支持干预的活动或模型，可

以使实践者自信地回答“如何执行”这一问题。

Sample tools/activities include active listening, coaching, reflection, training, power labs,

obrvation and feedback, team building, bench- marking, diversity awareness, conflict

management, visioning, appreciative inquiry, open space process, whole system events, climate

surveys, culture audit, restructuring, SWOT, strategic planning, procedure manual, work flow

planning, reengineering, culture transformation, statistical process control, negotiating and

contracting, process improvement, dialogue skills, T-groups, customer rvice development,

future arch conferences, socio-technical systems, structural change, transition process, employee

orientation, MBTI, action learning, stakeholder analysis, responsibility charting, and many others.

工具/活动样例包括积极倾听、教练、反思、培训、动力实验室、观察与反馈、团队建设、

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标杆管理、多样性意识、冲突管理、愿景设想、欣赏性探询、开放空间流程、全系统事

件、环境调查、文化审查、重组、SWOT、战略规划、程序手册、工作流程规划、再设

计、文化转型、统计过程控制、协商与签约、流程改进、对话技能、T群体、客服发展、

未来搜索会议、社会技术系统、结构变革、转变流程、员工入职培训、MBTI、行动学习、

利益相关者分析、职责图及其他。

The design is then documented to the level of detail appropriate to the consultation. The more

people involved, the greater the detail needed in order to stay on track, manage the project well,

and communicate clearly with the client and stakeholders. Meticulous planning will increa the

likelihood of a smooth implementation. 然后是将设计方案记录下来，其详细程度视具体咨询

工作而定。涉及人员越多就需要越多细节，这样才能避免脱离正轨，进行妥善的项目管理

并与客户及利益相关者有效沟通。认真规划，这样计划实施起来就会更加顺利。

Sustaining the forward action can be a challenge with complex or multi-year projects. It is

esntial to create enabling structures that support continuous follow-up and provide mechanisms

to adapt as the consultant and the system learn and change. The tasks for the intervention pha

are summarized in Table 8.4. 复杂或为期数年的项目可能难以不断推进。所以必须创造条件

（结构）来支持项目的持续进行，同时建立一定的调整机制，从而使项目反映顾问和客户

系统的学习与改变情况。表8.4总结了干预阶段的各项任务。

Transition Pha

转变阶段

The transition pha (Figure 8.5) is primarily concerned with how the client and consultant answer

the questions: What follow-up is needed to ensure sustainability? What is the result/impact? What

is the value to the organization? Was it worth the effort? What was learned? This pha begins

during start-up, when the consultant and the client agree on where they want to end up, and how

they will evaluate the outcomes and process of the consultation and intervention. 转变阶段（图

8.5）主要涉及客户和顾问对如下问题的回答：要保证持续性，需要哪些跟进措施？（这些措

施）有何结果/影响？对组织有何价值？这项努力值得吗？学到了什么？早在启动阶段，当

顾问和客户就咨询理想结果、咨询与干预结果及流程的评估方法达成共识之时，该阶段便开

始了。

TABLE 8.4. OVERVIEW OF TASKS FOR INTERVENTION PHASE 表

8.4干预阶段任务概览

Plan Action 规划行动

•Sharpen focus 明确焦点

Clarify context and desired outcome; modify

as needed; synthesize learning, and

collaborate with client on approach. 澄清背

evaluation process. 记录干预方法与原理；

拟定具体计划（活动、角色、资源、权力

及时间安排）；包括有效的评估流程。

• Review 审核 receive feedback and modify as needed. 让

关键利益相关者参与审核计划；接收反馈

Engage key stakeholders in review of plan;

并按需要修订计划。

In collaboration with client, ensure logistical

details are addresd. 与客户协作，确保对• Logistics 后勤

后勤工作进行了具体安排。

Brainstorm alternatives and explore veral

scenarios; make rationale explicit; coach

client to evaluate options. 就设计方案进行

头脑风暴并探究可能情景；阐明相关原

理；辅导客户对各方案进行评估。

Engage client in dialogue of pros and cons;

build client capacity. 调动客户探讨利弊；• Engage client 调动客户

建立客户能力。

Conduct the intervention activities as

planned; maintain a nonreactive prence;

stay in "scope" of plan. 按计划开展干预活

动；维持非反应性风格；不超出计划“范

围”。

With client, ensure process for reporting,

evaluating, and feedback are completed as

agreed to, along with follow-up assignments.

与客户一道，保证报告、评估和反馈流程

与跟进任务按计划完成。

Bad on what practitioner and client are

learning, adapt intervention design; cycle

back to contracting as needed; check on

progress toward desired outcome and adapt.

基于实践者和客户当前取得的认识调整干

预方案；按需要重新签约；查看理想结果

的实现进度并做相应调整。

Document what actually happened against

plan; elicit learning; follow up as needed. 记• Summarize and document 总结并记录

录计划外真实发生的状况；得出认识；按

需要进行跟进。

Design Intervention 设计干预

Follow-up 跟进

Tenacity is important at this stage to sustain accomplishments. Often inadequate resources are

budgeted for follow-up, motivation wanes, people begin to fatigue, other initiatives divert

resources, and project plans lo their vitality. Over time the changes that have been introduced

lo momentum, especially if they run counter to the dominant culture, which can overwhelm

good intent. It is critical to ensure that enabling structures and mechanisms are in place to

maintain momentum and to support the client to be creative about ways to sustain enthusiasm,

celebrate success, share learning across the system, and keep the change efforts vital. 跟进期间

的毅力是保持成绩的重要条件。跟进活动的资源预算往往不足，因此大家的动机减弱，员

工懈怠，资源被挪作他用，项目计划失去活力。久而久之，变革便开始失去动力，尤其是

如果有悖于主流文化的话，那么变革的意图即便再好也无济于事。所以，务必要创造条件

（结构和机制）以保持动力，并支持客户想方设法保持热情、庆祝成功、在整个系统内分

享学习心得并保持变革项目的活力。

Evaluation 评估

A well-designed intervention has ongoing built-in feedback mechanisms so the final outcome

evaluation is not a surpri. At this stage, the OD practitioner examines the accuracy of starting

assumptions, what was learned, and to what extent the change process outcomes met the client's

expectations. This is a process of cycling back and looking at results—what has been transformed

and whether tho changes can be attributed to the intervention. The measurement and evaluation

of the impact of change efforts should reflect an organization's values, inspire employees, and

inform the organization and its stakeholders about its process and progress. 设计精良的干预活

动有持续的内置反馈机制，所以自然就有最终结果评估。在此期间，OD实践者将考察起始

假设的准确性、获得的认识以及变革流程达成客户期望的程度。这是一个回归和查看结果

（发生变化的对象以及是否可将这些变化归因于干预）的过程。对变革项目影响的测量与

评估应反映组织的价值观，激励员工，并使组织及其利益相关者了解项目的流程及进度情

况。

Often consultants and clients hesitate to evaluate the outcomes of change actions. The

reasons are many—time, money, precision of measurement tools, unclear causality.

Establishing an evaluation process to monitor progress continuously during and after the

intervention increas the effectiveness and quality of change efforts. It also has the potential

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of garnering organizational support. 顾问与客户通常对是否评估变革行动的结果犹豫不决。

其原因有很多——时间、金钱、测量工具的精度、因果关系不明等。确立评估流程以便在干

预期间及干预后持续监控进度，这样可以提高变革工作的有效性与质量，还能积累组织支持。

It's clear how the previous OD phas feed into the transition pha. If the desired

outcome, goals, and assumptions were not clearly established and documented,

there is nothing to measure the results against. 前几个OD阶段对转变阶段的铺垫作用

显而易见。如果不确定并记录理想结果、目标与假设，那么测量结果就无据可依。

Typically, asssment is done through a combination of surveys, interviews, focus

groups, and conversations with key people throughout the organization or through

obrvation or standardized asssments. 测评一般是通过在整个组织范围内结合调查、

访谈、焦点群体以及与关键人物谈话等手段，或者通过观察或标准化测评的方式进行。

Ultimately, the decisions are bad on the level of the evaluation and the goals

and objectives of the intervention. 具体测评方法最终要根据评估层面和干预的近远期

目标而定。

Three categories of measures are suggested to understand the impact of the

consultation and intervention: client satisfaction, system outcomes, and process

performance (e Table 8.5). The measures can be focud at the individual,

group, and/or organizational level, depending on the area of interest. 为理解咨询

与干预的影响，这里推荐3类测量指标：客户满意度、系统结果以及流程绩效（参见表8.5）。

这些指标可以（根据各人的兴趣领域的不同）聚焦于个体、群体、和/或组织层面。

Completion 完成

Completion involves ensuring that the contract is completed to all parties'

satisfaction and then choosing to re-contract or end the engagement with an

intentional exit out of the system. This is not always straightforward. Change is

continuous and one change process can easily morph into another if practitioners

are not vigilant about the boundaries they t in the contract. 完成需要确保合同完

满完成（各方均感到满意），然后选择续签合同或者终止项目，有目的地退出系统。完成未

必直截了当。变革是持续的，而且，如果实践者对合同中设立的边界不够警惕的话，一个变

革流程就很容易变成另一个变革流程。

TABLE 8.5. MEASURING

IMPACT 表8.5测量影响

Client satisfaction 客户满意度

To what extent did the consultation result in a delighted client? 咨询为客户带

来了多大程度的愉悦？

• Was consultant timely in communicating, responding, and initiating? 顾问

及时沟通、响应和开始吗？

• How easy was it to work together? 合作难度如何？

• How accurate was consultant in conveying information or making

decisions? 顾问在信息传达或决策上的准确度如何？

24

Is the cost of the OD consulting rvices a fair value? OD咨询服务的成本是否公

道？

• Did client perceive choices were informed and the process of making choices clear?

客户是否认为做出了明智的选择而且选择的流程清晰？

• Were questions pod by client addresd adequately? 客户所提问题是否得到了

充分的解决？

• How well did client and practitioner work together? 客户与实践者合作的质量如

何？

System Outcomes 系统结果

To what extent is the intervention achieving the desired outcomes? 干预在何种程度

上实现了理想结果？

• What quantitative measures best asss the agreed-on desired outcome(s)? 哪些定

量指标最适合评估议定的理想结果？

• Within what timeframe is it realistic to expect results? 多久期望获得结果方才切

合实际？

• What measurements can be transpod to financial metrics? 哪些测量指标可换为

财务指标？

• What's the value to the organization in achieving the desired outcome? 实现理想结

果对组织有何价值？

• What's the cost of not achieving the desired outcome? 未实现理想结果的代价是

什么？

• What measurement system will sustain continuous improvement? 何种测量系统能

推动不断改进？

Process performance 流程绩效

How efficient and effective was the change process? 变革流程的效率与效果如何？

• How well was the intervention mapped creating a shared picture of what to

measure? 干预计划规定的测量对象是否反映了大家的共识？

• Did the plan stay within scope and timeframes? 计划是否超出了预定的范围和时

间？

• What percentage of the change process was value added, as perceived by the client?

客户认为具有附加值的变革流程占整个流程多大比例？

• Was there a return on investment in terms of cost? 就成本而言，是否有投资回

OVERVIEW OF TASKS FOR TRANSITION PHASE 转变阶段任务概览

Follow-Up 跟进

• Follow up 跟进

Ensure enabling structures and mechanisms

are in place; make calls, initiate meetings,

nd emails, and check on progress. 确保结

构与机制条件到位；拨打电话、召开会

议、发送邮件并查看进度。

Collaborate on designing mini-interventions

bad on the feedback. 共同协作，根据反• Adapt 调整

馈设计干预细节。

Provide support, encouragement, and

acknowledgment to the individuals involved

in the change initiative. 向参与变革项目的

个体提供支持、鼓励以及认可。

Revisit desired outcome and contract. Decide

on asssment tools to u (qualitative,

quantitative); collaborate and agree on

measures; develop tools as needed; decide

who, what, when, and where data will be

collected. 回顾理想结果与合同。决定要

使用的测评工具（定性、定量）；协作并

就测量标准达成共识；视需要开发工具；

决定与数据收集相关的人员、对象、时间

以及地点问题。

Implement plan; analyze and decide on

format to u in reporting the data; attend to

feedback strategy ud during the diagnosis

pha; collaboratively decide what worked,

what did not, and what surprid. 实施计

划；分析数据并就数据报告形式进行决

策；留意诊断阶段所使用的反馈策略；共

同确定有效、无效及意外因素。

Examine extent to which the client was

satisfied, system outcomes achieved, and

change process efficient and effective. 考察

客户满意程度、系统结果实现程度、以及

• Clo contract 终止合同

closing of this contract. Decide who, what,

when, where, and how. 创建终止仪式来标

志合同终止。决定人员、内容、时间、地

点及方式问题。

If ending relationship, determine who, how,

when, and what form the transition will take.

Clarify what kind of ongoing contact is

desired. If beginning a new contract, cycle

back to start-up and schedule a "first contact"

meeting. 如终止关系，可确定相关人员、

方式、时间及转变形式。理清需要何种持

久联系。如开始新合同，则回到启动阶

段，并安排“首次接触”会议。

Cycle back to pre-entry; gain feedback from

client, key stakeholders, and trusted

colleagues; document what was learned;

make space for lf-reflection. 回到进入前

期；获得客户、关键利益相关者以及可靠

同事的反馈；记录取得的认识；留出自我

反思的余地。

Write a summary of the intervention for the

client; with client permission, consider