Some of us call Organization Development our profession, but technically it’s not a profession.  The entire evening probably could have been spent debating the definitions of professionalism, but the evening’s presentation and exercises helped members focus on what it would take for OD to become a profession.  Also, examining the pros and cons gives us a better idea of the impact on members, clients and OD.

Orisha A. Kulick, J.D., M.A., M.S.O.D, an OD practitioner based in Westmont, IL; and Leanne M. Hunt, M.S.O.D., Director of Client Services, ValueWorks, Inc., an OD and management development consulting firm, presented and facilitated exercises on how we can bring greater professionalism to our practice.

Overview

Orisha (Rish) presented three definitions of professionalism:

1. One part of a four part occupational system.  This system consists of four occupational categories:  free market (retail store owner), technical (computer programmer), scientific (sociologists), and professional (physician).  The fifty sates have ultimate control over professional status by means of state licensure.  See, Torres, D.L., (1991).  What, if anything, is professionalism?: Institutions and the problems of change. Research in the Sociology of Organizations, 8, 43-68.
2. An individual’s attitude of caring combined with a pursuit of excellence.  Such professionalism may be found in any occupation, e.g., secretary.  Trust and respect are given to individuals, who earn trust and respect in the service of their clients, rather than to an entire occupational group, e.g., physicians.  See, Maister, D.H. (1997).  True professionalism:  The courage to care about your people, your clients, and your career.  New York: Free Press.
3. A changing historical concept describing one of three methods in which performance of work is organized.  Professionalism is different from the other two methods, free market and bureaucracy, in that it revolves around the central principle that members of a professional occupation control the content of their work because of specialized knowledge and skill of value to human life.  See, Freidson, E. (1994).  Professionalism reborn: Theory, prophesy, and policy.  Chicago: University of Chicago Press.

Although many members had opinions about these definitions, the first exercise was designed to discuss OD ethics and licensure.  Members broke up into small groups and brainstormed the pros and cons of 1) requiring a license to practice OD and 2) having two OD ethics statements.  The two ethics statements are from the Organization Development Institute (ODI) and the Organization Development Network (ODN). 

Licensure

Pros for Clients: Confidence in OD; accountability; increase barrier of entry/better work; minimum qualification; standards; tracking system; ensures people are somewhat current; clients are protected.

Cons for Clients: Increase client costs; might not mean OD practitioner is good; could exclude small organizations; may limit choice; confusion.

Pros for Individual OD Practitioner:  Run off  “consultants” between jobs; increase competition/better work; prestige; recognition/credibility; increase fee; distinction between non-licensed; finding colleagues (trusting).

Cons for Individual OD Practitioner:  Cost of lobbying; increase barrier to entry; cost of license; anyone can pass a test; limits creativity; lawsuits; limit opportunities; turf battle with OB, OD & MC’s; competition; limit out of box thinking/intervention.

Pros for OD as Occupation:  Financial - standards would help reward profession; increase accountability; better OD - raise performance barrier; make us better define OD; highest status; increase visibility; process is valuable.

Cons for OD as Occupation:  Strife (insecurity); clients don’t care, it’s our issue (hire people who don’t have issues); unlabeled OD; political; wastes money; pain in the neck; standard may slow down dynamic evolution of professionalism.

Two Ethics Statements

Pros for Clients:  We’re trying, rising; for new-to-OD clients, provides framework; sets expectations - what will/won’t do; 

Cons for Clients:  Your (OD practitioner/profession) issue; 

Pros for Individual OD Practitioner: Guidance for practice; standards; serves as conscience; “ideal” framework; draw colleagues who share ethics; clients don’t know about confusion.

Cons for Individual OD Practitioner: Two ethics statements = Zero ethics statements; petulant OD consultants will file unwarranted abuse of ethics; finger pointing; hair splitting.

Pros for OD as Occupation:  Vehicle for discussion; guidelines for practice; control members and exclude those who tarnish the profession; provides jobs for overseers; accountability; raise ethical behavior; ownership of “practices”.

Cons for OD as Occupation:  Two ethics statements = Zero ethics statements; split/divide profession into we/they, ODI/ODN/ASTD...; difference in interpretation; broadly written.

Another exercise involved the members gathering in small groups again and discussing whether it is good or bad OD business for such questions as, “Do you consult with outside experts in areas that are not your expertise or are especially complex?”; “Do you have a client screening process?”; and “Do you use a written contract that specifies the services provided?”  As it turned out, these were some of the questions in a liability insurance application that OD practitioners would fill out when applying for insurance. 

Conclusion
 

1. How might OD insurance criteria increase professionalism within OD?
• Provides minimum standards
• Meet criteria
• An enforcement measure
2. Is there a way to make sure that all OD practitioners comply with Maister’s definition of professionalism?
• What constitutes excellence and caring?
• Specific behaviors need to be defined

1. Assert that all practitioners should adhere to ODN/C standards.
2. Using ODN/C standards as specialized group = hiring standards.
3. Benchmark best client experiences with OD.
4. Standardized vocabulary:  operationalize definitions, observable behaviors.
5. Define and separate different branches of OD.
6. Tie into Academy of Management creating body of knowledge.
7. Have professional liability criteria for discussion (bible of OD practice?)