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Question: There are advantages and disadvantages to being an internal and external consultant. Many of these are listed in our chapters this week. Can you think of others? Based on your reading of the roles of an internal and external OD practitioner, which role do you think is easier? More rewarding? Which role do you think you would prefer?Newly, the Covid-19 outbreak has remained a huge disruptor beyond various trades, and the need to teach new ways of working and thinking to remain aggressive has become crucial. The Covid-19 revolution is putting companies under obligation to evolve or risk being outpaced by other businesses. Many businesses find it difficult to achieve change because of its complexities, possibilities, risk, and economic consequences; hiring an effective OD consultant can help them. Thus, external OD practitioners usually help organizations detect more effective and efficient ways of achieving change and supervise them throughout transition periods (Thompson, 2019).
Internal consultants are related to marketing things as they frequently do. They may see it too hard to walk the extra mile and promote new and creative ideas since they are already putting in a lot of effort as employees. But external consultants have to be specially called to look into a problem to keep the company from sinking. (Burke, 2004).
In conclusion, external consultants have much more scope to find more creative and cost-efficient ways to solve dilemmas.
The sole objective of external consultants is to grow up with innovative approaches to help corporations, whereas internal specialists are the same personalities working in the organization.
For internal experts, it is like taking care of their houses. They will be more prevalent with the company’s problems than the externals can ever hope to know. Furthermore, there is a significant edge for internal consultants since they previously know the likes and dislikes of the operators. This represents an important role in supporting the inner authorities win the approval of co-workers. (Kenton, 2004).
On the opposite, external consonants run a large risk of pissing the operators off. Since they cannot likely hope to learn about each other privately, they would most likely fail to co-operate accurately.
The external specialists can never get to the root of the difficulty as strongly as the internals would.
It is hard for operators of an organization to find flaws in how they deal with the game easily. This is essential because working too many years for a business keeps you from understanding the whole picture. The reason can be either emotional or the wearing off of a hard trained attitude.
However, external specialists are free from any bias. They can see straight through into the causes and intricacies that are blocking the organization from advancing. (Lacey, 1995).
Role of external OD practitioners is easier as he has more experience in the field. Also, he is more professionally associated with the project. However, in terms of satisfaction, an internal OD practitioner’s role is more rewarding. The individual is an employee of the company and has the pleasure of working for the organizational development and reaping its benefits. Thus, his role is more rewarding.
I prefer to be an internal OD practitioner as I could work with the company internally, I.e., in-depth into the company’s internal processes.
The practitioner must clearly state his goal and objectives towards the firm. He must also say his past experiences, achievement, and the methodology he will be adopting to implement change in the organization. In addition to this, he can clearly state the things that will be improved, what benefits will be achieved, who will reap the benefits and what contribution is expected from employees and management. Thus, he must convey that he will input his best efforts and all the knowledge and experience gained in the project. But others must co-operate and make the project successful. (Stolz, 2014).
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