8684792 Od Interventions

7/31/2019 8684792 Od Interventions

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OD INTERVENTIONSPRESENTED BY:

DEEPALI SHARMA,HIMANI YADAV,MEGHA SETHI,ANJU RANI


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Definition of Interventions

An intervention is a set of sequenced andplanned actions or events intended to helpthe organization increase its effectiveness.

Interventions purposely disrupt the statusquo.


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Characteristics ofEffective Interventions

Is it relevant to the needs of theorganization?Valid information

Free and Informed Choice Internal Commitment

Is it based on causal knowledge of intended

outcomes?Does it transfer competence to manage

change to organization members?


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The Design ofEffective Interventions

Contingencies Related to the

Change Situation

Readiness for Change

Capability to Change

Cultural Context

Capabilities of the Change Agent


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Contd..

Contingencies Related to the Target ofChange

Strategic Issues

Technology and structure issues

Human resources issues

Human process issues


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Intervention Overview

Human Process Interventions

Techno structural Interventions

Human Resources ManagementInterventions

Strategic Interventions


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Human Process Interventions

Coaching

Training and Development

Process Consultation and Team Building

Third-party Interventions (ConflictResolution)

Organization Confrontation Meeting

Intergroup RelationshipsLarge-group Interventions


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Techno structural Interventions

Structural Design

Downsizing

Reengineering

Employee Involvement

Work Design


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Human Resources ManagementInterventions

Goal Setting

Performance Appraisal

Reward SystemsCareer Planning and Development

Managing Work Force Diversity

Employee Stress and Wellness


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Strategic Interventions

Integrated Strategic Change

Mergers and Acquisitions

Alliances and NetworksCulture Change

Self-designing Organizations

Organization Learning and Knowledge

Management


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Interpersonal

Interventions


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What are T-Groups?

T-groups (T for training) are unstructured small-group situations in which participants learn fromtheir own actions

T-groups evolved from the laboratory trainingresearch of Kurt Lewin (1945)

T-groups focus on the what, how and why ofinterpersonal communication.

T-groups are used by consultants to helpmanagers learn about the effects of their behavioron others


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Goals of T-groups

Increased understanding about ones ownbehavior

Increased understanding about the behavior of

othersBetter understanding of group process

Increased interpersonal diagnostic skills

Increased ability to transform learning into action Improvement in the ability to analyze ones own

behavior


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Sensitivity training

Aim is to: (1) encourage participants torecognize the effects of their behavior onothers (e.g. by developing good observation

and listening skills) (2) get participants toknow themselves (e.g. by asking others forfeedback) and to share aspects of

themselves to others (self-disclosure)


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Diagnostic skills

Encourage participants to perceiveaccurately relationships between each other

The focus is on recording/observing who istaking an active role in the discussion (andwho is not and WHY)

How satisfied do participants feel in thegroup discussion?


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Group action skills

Encourage participants to select and act out(role play) behaviors required by thesituation to learn from the experience

Aim is to support coaching/counseling skills

Common interventions are role plays, teambuilding meetings, adventure games


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Johari Window

Technique for illustrating the quality ofinterpersonal communication identifiers apersons interpersonal style of communication

Process consultants use the model to help peopleprocess data about themselves in terms of howthey see themselves and how others see them

Interpersonal communication judged more

effective when there is fit (congruence) betweenhow we see ourselves (private face) and howothers see us (public face).


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Johari Window

Unknown to Others Known to others

Hidden

Spot

Open

Window

Unknown

Window

Blind

Spot

Known to

Self

Unknownto Self


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Improving CommunicationsUsing the Johari Window

Reduce HiddenArea ThroughDisclosure to

others

Open

Window

Reduce Blindspot throughfeedback from

others

Unknown toOthers

Known to Others

Known toSelf

Unknownto Self


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Process Consultation

An OD method that helps managers andemployers improve the processes that areused in organizations

Outside consultant:

Enters organization

Defines the relationship

Chooses an approachGathers data

Diagnoses problem

Intervenes

Leaves organization


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Process Consultation

In process consultation, the consultantobserves individuals and groups inaction helping them learn to

diagnose and solve their own problems

Often used in conjunction withteambuilding, self-directed work

teams, quality circles, and otherinterpersonal interventions


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Process Consultation: How is itDone?

Consultant observes the communicationprocesses between individuals andworkgroups

Interventions used such as listening,probing, questioning, clarifying, reflecting,synthesizing and summarising


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Process Consultation:Key Questions

How well do group members seek and give information?Ask questions? Summarize? Listen to others?

How well do group members perform groupmaintenance roles such as compromising? Harmonizing?

Supporting? How well do group members solve problems? Make

decisions?

How well do group members deal with power andauthority issues?

How well do group members exercise leadership?


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Third Party Peace Making

Intermediaries (or "third parties") are people,organizations, or nations who enter a conflict totry to help the parties de-escalate or resolve it.


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WALTONS MODEL IS BASED ONFOUR ELEMENTS

The conflict issues.

Precipitating circumstances.

Conflict relevant acts.

The consequences of the conflict.


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SOURCES OF CONFLICT

Sustentative issues.

Emotional issues.

WALTONS HAS OUTLINED THE


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WALTON S HAS OUTLINED THEINGREDIENTS OF A PRODUCTIVE

CONFRONTATIONMutual positive motivation.Balance of power.Synchronization of confrontation efforts.

Differentiation and integration of differentphases of the intervention must be wellpaced.

Conditions that promote openness should be

created.Reliable communicative signals.Optimum tension in the situation .


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ORGANIZATION MIRRORINTERVENTION

It is a technique designed to work unitsfeedback on how other elements oforganization view them.

Designed to improve relationships

between teams.


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What is a confrontation meeting?

One day meeting of entire management ofan organization in which they take a readingof their own organizational health

Organizational confrontation meeting:brings together all of the managers of anorganization to meet to confront the issue

of whether the organization is effectivelymeeting its goals


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Process

1. Climate setting 45-60 min.

2. Information Collecting 60 min.

3. Information Sharing 60 min

4. Priority setting and group action planning 75min.

5. Action Planning 60-120 minutes

6. Immediate follow-up by top team 60-180 min.7. (Four-six weeks later) Progress review 120

minutes


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When is it appropriate to conduct aconfrontation meeting?

Need for the total management group to examineits own workings

Very limited time available for the activityTop management wishes to improve conditions

quickly Enough cohesion in the top team to ensure follow-

upReal commitment by top management to resolve

the issueOrganization is experiencing , or has recently

experienced, some major change


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Coaching & Mentoring

The main reasons why organizations need coaching andmentoring activities are as follows:

To maximize knowledge transferTo increase the skill levelsFor succession planning


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Contd..

To maximize knowledge transfer

Coaching & Mentoring provides a learning

channel that effectively transfers knowledgewithin the organization

Critical knowledge is maintained in the

organizationContextual learning is evident


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Contd.

To increase skill levels

The coaches and mentors can very effectively

transfer core skillsCustomization of skills in relation to the core

activities of the business is retained

Cross training of staff can be achieved


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Contd.

For succession planning

The ability for the organization to identify fast

track candidates and prepare them for newjobs is enhanced by coaching & mentoring

Coaching & Mentoring can ensure continuity of

performance when key staff leave theorganization because core skills have beentransferred


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Beneficiaries of Coaching &

MentoringThe Coach / Mentor

The Employee

The Department

The Organization


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Benefits to The Coach / Mentor

Benefits to the Coach / Mentor can be describedas:

Job Satisfaction

Further development of own skill level

Involvement in strategic activity


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What does a mentor actually do?

Encourage

Convey sincere belief in protg ability to succeed

Give advice

Give constructive feedback

Give formal and informal instruction (technical,clinical, political)

Introduce to colleagues, etc. Provide opportunities for protg to demonstrate

his/her skills


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Contd.

Serve as career and lifestyle role model

Attend meetings, conferences, and other eventstogether

Provide observation experience Provide role-playing experience

Exchange/discuss ideas

Co-authoringChallenge protg to and assist with career

planning and development; emphasis on planning!


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Contd..

Review resumes, cover letters

Provide sense of direction/focus

Help in problem solvingPractice communication/interpersonal skills

Assist in career planning

Help set goals


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What about mentees?

Potential to succeed Capacity for self-disclosure Willing to learn Confident to try new things Communicate well Trust others Ambitious

Internal focus of control High job investment Values relationships Sees relationship between personal and professional growth Active learner Focused Learn from, but not have to please the mentor Knows limits/ when to get help

Ethical Takes initiative Goal oriented Organization/ time management skills Open minded


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Wh t C hi d M t i A


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What Coaching and Mentoring Are

Coaching is a core competency necessary forknowledge transfer

Mentoring is a two-way process of dialogue

and planning People helping each other to find their

way on the job, in the organization and over alifetime


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Both require . . . . . .

observation, dialogue, andagreement. . . . . targeted atbuilding individual and teamcapabilities. . . . . .to foster continuous

improvement in organizations.


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Structural interventions

Socio technical systems (STS). Self-managed teams.

Work redesign.

Management by objectives (MBO).

Quality circles. Quality of work life projects (QWL).

Parallel learning structures (or collateral organizations).

Physical settings.

Total quality management (TQM). Reengineering.

Large-scale systems change.


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Socio technical Systems (STS)

Largely associated with experiments that emerged under the auspicesof the Travistock Institute in Great Britain.

Efforts generally attempted to create a better fit among thetechnology, structure, and social interaction of a particular productionunit in a mine, factory, or office.

Two basic premises: Effective work systems must jointly optimize the relationship between their

social and technical parts. Such systems must effectively managed the boundary separating and

relating them to the environment. Highly participative among stakeholders: Employees, engineers, staff

experts, and managers.

Feature the formation of autonomous work groups (i.e. self-managed). Theory suggested that effectiveness, efficiency, and morale will be

enhanced.


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Self-Managed Teams

Problems in implementation: What to do with the first-line supervisors who are no

longer needed as supervisors.

Managers that are now one level above the teams will

likely oversee the activities of several teams, and theirroles will change to emphasize planning, expediting, andcoordinating.

They need considerable training to acquire skills in

group leadership and ability to delegate; skills tohave participative meetings, planning, qualitycontrol, budgeting, etc.


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Work Redesign

Hackman and Oldham theoretical model of whatjob characteristics lead to the psychological statesthat produce what they call high internal workmotivation.

Model approach has the characteristics of OD; useof diagnosis, participation, and feedback.

Model suggested that organizations analyze jobsusing the five core job characteristics; thenredesign of group work: skill variety, task identity,task significance, autonomy, feedback from job.


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MBO and Appraisal

Management by objective (MBO) programs evolvefrom a collaborative organization diagnosis andare systems of joint target setting andperformance review designed to increase a focus

on objectives and to increase frequency ofproblem solving discussions between supervisorsand subordinates and within work teams.

MBO programs are unilateral, autocratic

mechanisms designed to force compliance with asuperiors directives and reinforce a one-on-oneleadership mode.


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Quality Circles

The concept is a form of group problem solving andgoal setting with a primary focus on maintaining andenhancing product quality.

Extensively used in Japan.

Quality circles consist of a group of 7 10employees from a unit; who have volunteered tomeet together regularly to analyze and makeproposals about product quality and other problems.

Morale and job satisfaction among participants werereported to have increased.

Quality circles contributes toward total qualitymanagement.


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Quality of Work Life (QWL)

Organizational improvement efforts.

Attempt to restructure multiple dimensions ofthe organization.

To institute a mechanism which introduces andsustains changes over time.

An increase in participation by employees

and increase in problem solving betweenthe union and management.


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Parallel Learning Structures

Consists of a steering committee and anumber of working groups that:

Study what changes are needed in the

organization, Make recommendations for improvement, and

Then monitor the resulting change efforts.


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Physical Setting and OD

Physical settings are an important part of organizationculture that work groups should learn to diagnose andmanage, and about which top management needs input indesigning plants and buildings.

Sometime, physical setting were found to interfere witheffective group and organizational functioning. Examples: A personnel director having a secretary share the same

office; resulting lack of privacy and typewriter noise, thus adverselyaffect the productivity of the director.

Management encouraged group decision making, yet providing nospace for more than 6 people to meet at one time.


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Reengineering

Definition the fundamental rethinking and radicalredesign of business processes to achieve dramaticimprovements in critical, contemporary measures ofperformance, such as cost, quality, service, and speed.

Reengineering focuses on visualizing and streamlining any

or all business processes in the organization. Reengineering seeks to make such processes more

efficient by combining, eliminating, or restructuringactivities without regard to present hierarchical or controlprocedures.

Reengineering is a top-down process; assumes neither anupward flow of involvement nor that consensus decisionmaking.


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Large Scale Systems Change and


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Large-Scale Systems Change andOrganizational Transformation

Large-scale systems change; mean organizationalchange that is massive in terms of the number oforganizational units involved, the number ofpeople affected, the number of organizational

subsystems altered, and/or the depth of thecultural change involved. Example: a major restructuring with objectives including

a reduction in hierarchical levels from 8 to 4.

Organizational transformation; second-order

change requires a multiplicity of interventionsand takes place over a fairly long period of time(5-year plan).


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Dos Of OD Interventions

Inform in advance of the nature ofthe intervention and the nature

of their involvement.

OD effort has to be connected to

other parts of the organization.

Directed by appropriate managers.

Based on accurate diagnosis .


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8684792 Od Interventions

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