Intercultural competencies required by organization development consultants

Abstract

Organization development (OD) is “a planned, system-wide change using behavioral science and humanistic values, principles, and practices to achieve greater organizational performance and effectiveness” (Ralphs, 1996). OD has progressed from a field to a profession over the past several decades. A profession requires standards to ensure that people practicing in the field are qualified. Several studies have attempted to develop a set of standards, or competencies, to ensure qualification. While there is certainly overlap among the results of these studies, none of these attempts has been universally accepted by the profession. One reason practitioners resist standards is that they do not want to discourage innovation (Varney, 1980). Some believe that certifying bodies are not effective and suggest “let the free enterprise system operate” (Harvey & Brown, 2001, p. 465). A review of recent OD competency research illustrates the increasing need for OD practitioners to demonstrate intercultural competence (Wigglesworth, 1995; Burke, 1997). This need stems from increasingly multi-cultural populations of organizations, and the reduction of legal and political barriers that limit international commerce. Increased international business activity fuels the need to be interculturaly savvy for organizational survival. For the OD profession, intercultural skills have been added to the competency list to prevent cultural bias and ensure that their work is successful. The purpose of this study is to survey OD practitioners about intercultural competencies required by OD practitioners and to compare the findings to previous studies. In addition, practitioners will be asked how these competencies can be developed.