24089-brown7_07

7/29/2019 24089-brown7_07

1/39

An Experiential Approach to Organization Development 7th

edition Chapter 7Slide 1

Chapter 7

Process Intervention

Skills

7/29/2019 24089-brown7_07

2/39



Learning Objectives

Understand key OD process skills and

determine how they can be applied.

Practice using OD process skills.

Identify and gain insights into your own OD

style.

7/29/2019 24089-brown7_07

3/39

7/29/2019 24089-brown7_07

4/39



Walking the Front at Disney

(part 2 of 2)

The leadership style at Disney is inclusive.

Managers work frontline shifts during peak

periods.

Where guests satisfaction ratings are highest,

cast members rate their leaders asoutstanding.

7/29/2019 24089-brown7_07

5/39



New Paradigm in Organizations

Change occurring in leadership styles because

of importance of teams.

Organizations relying more on team approach.

Managers will need new skills.

Understanding group and team behavior isneeded.

7/29/2019 24089-brown7_07

6/39



Process Interventions (part 1 of 2)

Process intervention is OD practitioner skill for

helping work groups become more effective.

Helps work group to understand way it

operates.

7/29/2019 24089-brown7_07

7/39



Process Interventions (part 2 of 2)

The manager helps team learn to diagnose and

solve their own problems.

Team becomes more independent.

7/29/2019 24089-brown7_07

8/39



Group Process

Process interventions concentrates on how

groups and individuals within those groups

behave.

Process is the howof the group.

Content is the whatof the group.

7/29/2019 24089-brown7_07

9/39



Five Areas Crucial to Effective

Organization Performance1. Communication.

2. Member roles & functions in groups.

3. Group problem-solving & decision-making.

4. Group norms & growth.

5. Leadership & authority.

7/29/2019 24089-brown7_07

10/39



Figure 7.1Group Process Interventions

7/29/2019 24089-brown7_07

11/39



Communications

Analyzing communications process within

group.

Observing length of time member talks, who

talks to whom, and who interrupts whom.

7/29/2019 24089-brown7_07

12/39



Member Roles and Functions

Observing roles and functions of members.

Roles divided into 3 categories:

Group task.

Group building and maintenance.

Individual.

7/29/2019 24089-brown7_07

13/39



Table 7.1Group Behavior Interventions

7/29/2019 24089-brown7_07

14/39



Problem Solving and

Decision MakingHelping group understand how it makes

decisions.

Group consensus is one all members share in

making and will support.

7/29/2019 24089-brown7_07

15/39



Group Norms and Growth

Assisting group in understanding its norms and

how they affect decision making.

Group will improve decision making as

members grow.

7/29/2019 24089-brown7_07

16/39



Leadership and Authority

Group understands impact of leadership and

authority.

Roles of formal and informal leaders clarified.

Leadership functions shared among group

members.

7/29/2019 24089-brown7_07

17/39



Our Changing World: Grassroots

Leadership at Shell (part 1 of 3)

Managing director Steve Miller tried to

transform Shell but with little progress.Went directly to employees in field (coal-face).

He brought change to lower levels and let it

spread to managers above.

7/29/2019 24089-brown7_07

18/39



Our Changing World (part 2 of 3)

Leadership changes at Shell:

Solutions to problems reside with people at

coal face.

Leader finds ways to empower frontline

people and hold them accountable.

7/29/2019 24089-brown7_07

19/39



Our Changing World (part 3 of 3)

Approach to change:

Brought in 6 to 8 member teams.

Teaching method used was the fishbowl.

One team in middle working on problem,

another team observes.

Observing team learns from another

teams performance.

7/29/2019 24089-brown7_07

20/39



Types of Process Interventions

Process interventions differ but never involve

the groups task.

Concern is how group going about

accomplishing its task.

7/29/2019 24089-brown7_07

21/39



Process Interventions Include:

Clarifying.

Summarizing.

Synthesizing.

Generalizing.

Probing.

Questioning. Listening.

Reflecting Feelings.

Providing Support.

Coaching.

Counseling.

Modeling.

Setting the Agenda.

Feedback. Structural Suggestions.

7/29/2019 24089-brown7_07

22/39



Clarifying and Summarizing

Purpose is to resolve misunderstandings.

Provides a summary of major points.

Helps the group to understand where it is.

Example: Mary, I seem to be hearing you

say. Is this correct?

7/29/2019 24089-brown7_07

23/39



Synthesizing and Generalizing

Puts several points together in common theme.

Takes ideas of one person and attaches them

to group.

Example: Am I correct in assuming the rest of

you share Irwins position?

7/29/2019 24089-brown7_07

24/39

An Experiential Approach to Organization Development 7

th


Probing and Questioning

Seeks more information and asks questions.

Useful at beginning of discussion if members

reaching hasty conclusions.

Example: Larisa, Im not sure everyone

understands your point. Could you explain itin more detail?

7/29/2019 24089-brown7_07

25/39


th


Listening

Communicates nonverbally that one is listening.

Uses eye contact and body posture.

Hears entire message including feelings.

Examples: eye contact, nod of head, body

posture.

7/29/2019 24089-brown7_07

26/39


th


Reflecting Feelings

Communicates back to speaker feeling part of

message.

Listener practices empathy.

Example: Shannon, am I correct in assuming

you have a problem with what Murphy hasjust reported?

7/29/2019 24089-brown7_07

27/39


th


Providing Support, Coaching, and

CounselingGives assistance to group or individual on

behaviors to improve.

Encourages members to talk and express

ideas.

Compliments group for productive meeting.

7/29/2019 24089-brown7_07

28/39


th

editionChapter 7

Slide 28

Modeling

Learning to give process observations by

observing someone else making process

observations.

Members encouraged to take role of providing

process interventions.

7/29/2019 24089-brown7_07

29/39

An Experiential Approach to Organization Development 7th edition Chapter 7

Slide 29

Setting the Agenda

Sets aside time to discuss process issues apart

from content issues.

May include how well members communicate

with each other.

7/29/2019 24089-brown7_07

30/39


Slide 30

Feeding Back Observations

Provides feedback on group process.

Limited to extent that group is able to accept

feedback.

7/29/2019 24089-brown7_07

31/39


Slide 31

Structural Suggestions

Provides suggestions on group membership,

communication patterns, allocation of work,

and lines of authority.

Manager avoids stepping in and taking over.

7/29/2019 24089-brown7_07

32/39


Slide 32

Results of Process Interventions

Little empirical evidence on success of process

interventions.

Some findings suggest positive effects on

participants.

Process interventions relied upon by ODpractitioners and increasingly used by line

managers in daily operations.

7/29/2019 24089-brown7_07

33/39


Slide 33

OD in Practice:

Shaking up HP (part 1 of 2)Discuss HP in light of new information.

CEO Fiorina dismissed by HPs board.

Official reason was strategic differences with

the board.

Discuss HP in light of new information.

What does B.W. and W.S.J. report?

7/29/2019 24089-brown7_07

34/39


Slide 34

OD in Practice:

Shaking up HP (part 2 of 2)Who is her replacement?

Has new CEO been able to bring change to

HP?

What style of change does this new person

brings to HP.What happened to Fiorina?

7/29/2019 24089-brown7_07

35/39


Slide 35

Key Words and Concepts

Agenda setting interventions - sets aside time

when process issues discussed.

Empathy - listener tries to see world from

speakers point of view.

7/29/2019 24089-brown7_07

36/39


Slide 36

Group building and maintenance functions -

help group grow and improve membersrelationships.

Group consensus - decision made by group

that all members can support.

Group content - task or what a group does.

7/29/2019 24089-brown7_07

37/39


Slide 37

Group process - how group goes about

accomplishing task.

Group task functions - behaviors that directly

help the group solve its task.

Individual functions - behaviors that satisfy

individual needs and inconsequential to

groups task.

7/29/2019 24089-brown7_07

38/39


Slide 38

Member roles - functions that individual

members play in a group.

Norms - organized and shared ideas

regarding what group members should do

and feel.

Process interventions - how the group is

accomplishing its task.

7/29/2019 24089-brown7_07

39/39


Slid 39

Preparations for Next Chapter

Read Chapter 8.

Read instructions for OD Skill Simulation 8.1

and complete Step 1.

Read and prepare analysis for Case: The

Farm Bank.

Date post:	03-Apr-2018
Category:	Documents
Upload:	jitin-bhutani
View:	214 times
Download:	0 times

24089-brown7_07

Documents