8684792 od interventions[1]
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OD INTERVENTIONS
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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 APPROACH TO THIRDPARTY PEACEMAKING
Walton has presented a statement of theoryand practice for third-party peace makinginterventions that is important in its own
right and important for its role inorganization development.
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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.
STRATEGIC IMPORTANCE OF
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STRATEGIC IMPORTANCE OFCOACHING AND MENTORING
Coaching and mentoring as knowledge transfer:Everyone has unique knowledge to exchange with othersInsist on the discipline of a 50/50 split in time
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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 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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Total Quality Management (TQM)
Also called continuous quality improvement. A combination of a number of organization improvement techniques
and approaches, including the use of quality circles, statistical qualitycontrol, statistical process control, self-managed teams and taskforces, and extensive use of employee participation.
Features that characterize TQM: Primary emphasis on customers. Daily operational use of the concept of internal customers. An emphasis on measurement using both statistical quality control and statistical
process control techniques. Competitive benchmarking. Continuous search for sources of defects with a goal of eliminating them entirely. Participative management. An emphasis on teams and teamwork. A major emphasis on continuous learning. Top management support on an ongoing basis.
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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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Self-Design Strategy
It is a learning model to help organization develop thebuild-in capacity to transform themselves to achieve highperformance in todays competitive and changingenvironment.
Basic components: An educational component consisting of readings, presentations,visits to other companies, and attendance at conferences.
Clarification of the values that will guide the design process.
Diagnosis of the current state of the organization using the valuesas template.
Changes are then designed and implemented in an interactivemanner.
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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Contd.
commitment to OD at all stages.
Evaluation is the key to success.
Show employees how the OD effort
relates to the organization's goals andoverriding mission.
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ANY QUESTIONSPLEASE