Organizational practitioners, also referred to as change agents, are directly involved in organizational functions where a change in policy, procedure, leadership or even business model are concerned. The primary objective of the organizational practitioner is to act as the liaison between upper-tier management and employees or team members of the organization. It is the role of the organizational practitioner to work between both parties to ensure change is understood and put into practice. Depending on the change being made, or the type of organization in question, different organizational practitioner styles are available to help suit the needs of each organization's unique makeup.
The Cheerleader Style
The Cheerleader Style of an organizational practitioner is a variation which is the most enthusiastic in the practitioner's approach and personality when working toward change. This style is characterized by the practitioner remaining upbeat and motivated. Similar to a typical cheerleader, this style is used when the happiness of those being directed is deemed important, and is also helpful when change issues could affect morale.
The Stabilizer Style
Organizational practitioners operating under the guise of a Stabilizer Style work in a manner that is neither overt nor undercover. This style is highlighted by the practitioner's ability to work with teams and groups in a calm and rational manner, with the goal of causing as little disruption as possible. This style is preferred by upper management and larger organizations to assist with change in policy or procedure that may be viewed as negative or out of character for the organization. The stabilizer keeps a balance between the needs and goals of management and the layman's thought processes and feelings.
The Analyzer Style
Using the Analyzer Style, an organizational practitioner uses analytical techniques to work on problems, issues, concerns and logistics. This method places the overall goals and needs of the organization, as an entity, above the needs of individual members of the organization or specific teams. This method is useful in situations in which the organization is willing and able to handle backlash, while allowing the organizational practitioner to remain focused on solely working toward goals and solutions alone, without having to handle the input of others. This is a task-oriented style.
The Persuader Style
The Persuader Style works on maintaining harmony in situations where changes in process or policy could have a negative impact on morale, work environment or thought process. This method requires the organizational practitioner to remain neutral in both thought and approach. Maintaining a low-key approach and staying on task are among the ways in which this style is unique. This is the least confrontational approach, as the organizational practitioner works independently on tasks and does not seek the input of others, but rather helps persuade others that the task is right on track.
The Pathfinder Style
The Pathfinder Style is the most team-oriented and focused method one can choose. One of the primary functions of this style is for the organizational practitioner to lead a team by rallying team members to keep everyone focused on the same goal. The premise of this style is rooted in the theory that strength exists in numbers. The organizational practitioner leading the charge is referred to as a "pathfinder," as it is up to the practitioner to keep everyone moving in the same direction and actively involved.