Often senior managers are highly skilled in the act of manipulation.  As a matter of fact, it  is one of the very reasons that senior people reach the top.

Highly manipulative leaders/manager often commission consultants when manipulation is no longer effective. Most frequently this happens upon being promoted, or when there is a need for rapid change.

Influence and manipulation may look similar but there are major differences-

• lack of intentional functional transparency
• lack of consistency, e.g, measuring X and demanding Y. (Talk quality and measure speed)
• built in need for escalation to get things done (very very common)

I do not want to quibble about what manipulation is because, like pornography, we know it when see it.

In this post I will give 6 guidelines about how to work with highly manipulative managers who commission consulting work.

1. Be open about your own agenda. (I want to make money. I want to build my reputation, I hate failure) Exposing agendas models migrating away from manipulation.
2. Do not be judgmental about manipulation. The client must understand that while manipulation may no longer work, it is not useful to  knock what he/she thinks brought him up through the ranks.
3. Use the here and how to “expose” each and every manipulation that your client uses with you.
4. I have found use of paradoxical interventions most useful with this population
5. Provide useful  alternatives to manipulation, acknowledging that the alternatives to manipulation have unwanted side effects. (Kipnis and Pois are still relevant).
6. Be fully transparent. Transparency is the ultimate mitigation mechanism of manipulation.

Case-

Helmut commissioned me to work with him on implementing an organizational change which is moving too slowly. Helmut has been  CEO for 6 months, and previously he was head of the European Sales Division.

Helmut has succeeded in every role he has had until now. His results have been  impeccable. This is no longer the case.

Helmut plays his various team members against once another. He gives the same task to  5 different people.He is purposely vague so that everyone is always guessing what he means.

In our initial meetings, Helmut was vague about what he wanted. Two other OD consultants were also involved, all with vague overlapping mandates. Helmut blamed me that I was not practical. In a long and heated 2 hour discussion, I called him on his manipulation and resigned. He re-hired me two days later, and he even  oked that I publish this post. Things are moving.  But I watch my back. 

One of the lessons I have learnt in my decades of OD work with high tech companies is that the “next generation” of products and services does not usually emerge from the same people/teams working on the present breadwinner.

A power structure develops around breadwinning products  whose role it is to preserve the centrality of the mind sets and skill sets which gain value from the breadwinners’  predominance. Hence, new ideas which challenge the current paradigm are often resisted.

The same phenomenon effects OD. The current version of OD is “stuck”, yet protected by the dominant practitioners, gurus and universities who benefit from the present versions of OD.

OD will not renew itself by gawking at the past or fiddling around with new packaging of old ideas, nor via peddling “applications” based on the same “core code” of the old OD, a professional dominated from day one by western values and western assumptions about human behaviour.

There are several core issues that can hasten the “realignment of OD with future reality”.

   1-The acutely diverse nature of the global organization which simply cannot adapt itself to western values. (openness, authenticity, personal development, empowerment)

   2-The massive dysfunction stemming from a severe overdose of IT driven business processes. (At present, OD cross dresses as change managers, ramming these processes into place).

   3-The alienation of the soul in the work place. (The engagement products which OD provides to deal with this are a pathetic bad joke)

Next generation OD will not be conceived in universities. My experience is that learning OD in academia is almost useless, at best. Nor will OD be reinvented by most current practitioners, who serve as “application engineers”, administering OD products, often mindlessly. naively, cynically or out of self preservation.

I believe that OD can benefit from emulating other professions which focus on anticipating future needs, not serve as an order taker for elixirs which address current aches and pains. In other words, renewing OD is an exercise in system architecture, not engineering.

These are very initial thoughts, and I will modify this post as my thoughts become clearer.

All of us who have studied and taught organizational diagnosis know a plethora of diagnostic models. But diagnosis should begin before the work itself actually starts and this post is geared to pointing out what we should be looking at in the very initial stage between contact and contract.

Paying close attention to what we learn about the client in this period of time often provides the context and direction for the diagnosis and intervention.

Here are five things worth noting.

1-Misplaced/wrong expectations about the nature of OD

• Clients may overly define the scope of work and expected measurable “deliverables”, forcing you commit to something you know nothing about.

2-The ideological/religious nature of the corporate creed

• Clients who lecture you about the corporate culture and ask you ensure that your work will reinforce the Holy Grail.

3-Lack of respect

• Clients who cancel initial meetings again and again, often at the last minute, yet demand total flexibility on your part.

4-Do they want to change, or do they want to “use and throw away”

• Clients who milk you for long and detailed proposals, again and again , with a very aggressive time schedule and then make you hurry up and wait for an answer.

5-Accessibility to key information; stakeholder analysis

• Clients who block access to senior management before HR puts a stamp of approval on your forehead.

I do a lot of supervision with consultants who seek guidance when projects go astray. One of my first areas of inquires is “tell me about the very beginning”. Alas, often it’s all there from day one. And acting right from day one saves a lot of heartache.

Recently, I was asked to do merger and integration work. In our initial meeting, the CEO asked me what “model” I use, and if I could finish it all “in 6 weeks”. That was all I needed to start work.

So remember, work starts with the first call, and if you act appropriately at this stage, the chance of success increases.

Just last week, I was called to a meeting with a CEO who wanted to discuss the ramifications of “being forced to unionize”. The internal OD department in this very same organization was deploying 360 degree feedback at the level of junior supervisors, which was as relevant as chiropractic treatment for a corpse.

This CEO’s HR department employs 4 OD consultants, all of whom are irrelevant in dealing with the strategic organizational issues at hand. Instead of being relevant, they are dealing with chicken shit.  Why is this so characteristic of internal OD departments? In this post, I will try to make sense of this matter.

Large, bureaucratic government organizations, public utilities and veteran conglomerates develop internal OD department as they age ungracefully simplifying “organizing” into a set of processes and products which can be “administered” by what the Russian and Israelis armies both call a “politruk,” that is a political commissar, serving warm corporate lemonade, or providing soft skills to middle management.

These OD departments generally report into HR, which saves costs. Because of the growing anxiety of HR management about HR’s positioning, not rocking the boat becomes a dominant element of HR strategy. And nowhere is this conservative stance more apparent than in an internal OD department. Instead of positioning internal OD to be be strategic drivers of change, the emphasis is placed on delivering and administering regime goodies cooked up by the company kitchen. This breeds phenomenal cynicism and lack of trust.

Internal OD departments generally implement such routine tasks as the administration of surveys, and packaged training for middle management, commission outdoor training or perhaps force feed “engagement”, whatever the hell that means. As Levis Madore points out in comments section below, “castrated internal OD functions quickly become eunuchs who pose no danger to the executive levels as they proceed to (administer) cutbacks in the HR department which gradually (are)  transformed into process boxes with mere transactional tasks (to perform).”

The internal OD departments control access of junior external OD  consultants to the company. Very often when there is a budget to hire externals, they hire OD technicians who are controllable, inexpensive and slavishly  loyal. 

As a result, more experienced OD consultants are often commissioned directly by very senior managers, who ask these senior externals to “work in coordination” with the internals, or more often ignore them. Both scenarios are often ugly.

When does an organization need an external OD consultant? In my mind, the answer is counter-intuitive. A skilled internal OD consultant (not an OD product hack or what the Chinese call a barefoot doctor 赤脚医) is needed in the initial formative stage. That’s where organizations can get the bang for the buck, especially in organizational design.

However, very often start-ups in their formative stage commission external OD workdue to high cost, and end up “bringing the OD work inside”, after due castration by the HR manager, who may have been a senior admin or office clerk at the very beginning.

The inspiring  politruk