mgt8033: design , implementation and evaluation of interventions
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MGT8033: Design , implementation and evaluation of interventions. Learning objectives. To define the term `intervention’ To identify and discuss the different types of interventions To identify considerations related to the design of interventions - PowerPoint PPT PresentationTRANSCRIPT
MGT8033: Design, implementation and evaluation of interventions
To define the term `intervention’ To identify and discuss the different types of
interventions To identify considerations related to the design of
interventions To describe and understand implementation: steps and
activities To familiarize and understand the role and importance of
evaluation of interventions (change programs) To identify issues associated with institutionalizing
intended changes
Learning objectives
Defining ‘intervention’
An intervention is a series of (planned) actions intended to increase the effectiveness of an organization.In crude terms perhaps, the intervention is the treatment (or plan to seize the opportunity)Also …. the change programChoice of intervention is informed by the diagnosis which precedes it Interventions purposely disrupt the status quo.
Characteristics of an effective intervention
Three criteria 1. fits the organisation’s needs
relevant (to the org. & its members)
valid info about the org’s functioningenable members free and informed choicemembers have commitment (ownership)
2. based on (causal) knowledge of intended outcomes (see difficulties Waddell et al p. 155)
3. transfers the competence to manage the change to the organisation (the client)
i.e not same reliance on consultant in future change programs
How to design effective interventions
Contingencies (things that can affect achievement) related to the change situation Readiness for change (what indicators might be
useful?) Capability to change (e.g. skills to lead, develop
support, sustain the urgency) Cultural context (e.g. team-based interventions may not
fit with usual practices) Capabilities of the change agent (knowledge &
skills required may be beyond the agent’s capacities)
Contingencies related to the target of change Organisational issues
Strategy certain interventions enable organisations to make better strategic decisionsmore recent additions to the range of OD interventions
Technology and structureincludes how to divide/allocate work (differentiation)includes how to then coordinate work to achieve strategic goals & objectives (integration)
How to design effective interventions
How to design effective interventions
Contingencies related to the target of change Organisational issues (continued)
Human Resourcesinterventions that address how to attract the suitably skilled, developing, retaining, etc
Interpersonalfocus on social processestypically, group dynamics, communication, leadership, decision-making
Categories of interventions
Interpersonal (formerly human process): focuses on people within organisations and the processes
through which they accomplish goals e.g. T-Group, Grid organisation development
Technostructural: focuses on technology and structure of the organisation
e.g. downsizing Human Resource Management:
focuses on personnel practices used to integrate people into the organisation e.g. career planning
Strategic: focuses on linking the internal functioning of the organisation to
the external environment e.g. open systems planning
Implementing change - a six step process
Step 1: Motivating Change
Cannot expect members’ support. Typically, heavy investment in status quo
Support given when compelling reasons are evident Requires creating a culture which is ready for change
Ensure org. members aware of pressures for change Identify gap between current & desired states Communicate achievable & positive expectations
Managing resistance to change: Resistance can be positive and constructive if there is
empathy and support, communication and involvement
Step 2: Creating a vision
Describing a desired future state Ideally, consistent with org. members’ view Needs a clear justification Achievable, otherwise impetus for change will not occur Leader-driven - with broad support/participation necessary Clear valued outcomes to drive the change program
Energising commitment Should be exciting, connected to the past, present and future …
and compelling
Implementing change
Step 3: Developing political support:
Organisations are loosely structured coalitions Change typically upsets existing balance of power Threatened groups typically resist: beneficiaries will
typically promote/agitate for the change Conflict, disinformation, and other ‘political’ behaviour
should therefore be expected
Implementing change
Implementing change
Step 3: Developing political support:Involves the following activities …
1. Assessing change agent power May need to build power sources – viz. knowledge,
personality and others’ support
2. Identifying key stakeholders Who are the other powerbrokers (individuals & groups)?
3. Influencing stakeholders Playing it straight, social networks and utilising the formal
system (see Waddell et al 2011, pp. 170-1).
Step 4: Managing the transition: from current state … to transition state … to future state Activity planning
Detailed ‘road map’ with top management support, and flexibility as feedback determines
Commitment planning Identification of key stakeholders, and how to gain their support
Management structures Allocation of key roles and responsibilities (see Waddell et al
2011, pp. 172-3 for the range of possible structures)
Implementing change
Step 5: Sustaining momentum: continual reinforcement of the need to succeed with the
change process … otherwise, commitment wanes 4 specific activities i. Providing resources for change
Substantial change cannot develop without extra financial, human resource, energy and time allocations
ii. Building a support system for change agents A professional network of like-minded personnel Emotional support (for all participants incl. change agents
Implementing change
Implementing change
Step 5: Sustaining momentum: 4 specific activities (continued)iii. Developing new competencies and skills
Change often demands new skills, knowledge & behaviours
Required learning includes technical & social skillsiv. Reinforcing new behaviours
Prevent return to the ‘old ways’ Reward behaviours that support intended change Intrinsics included … & linked to early successes
Implementing change
Step 6: Start all over again
Change is a continual process and never finished
The end of one cycle is the beginning of the next
Resources (including energy) must be made available for the longer term. The temptation to backslide (to what was known, understood and accepted) is invariably strong.
Implementation and Evaluation Feedback
Evaluating interventions
Implementation and evaluation feedback
Achievement of change goals cannot be taken for granted Change agents often required to justify investment in
change … hard data (bottom-line) warranted Evaluation aimed at guiding implementation (ongoing and
informs the change process) is implementation feedback Assessment intended to discover intervention outcomes
are called evaluation feedback
Measurement (provision of useful feedback involves two key elements) Selecting variables
Should derive from the intent that underlies the interventions; should incorporate the key features as well as expected results
Designing good measures Operational definition Reliability validity
Implementing change
Framework – Institutionalising interventions
Institutionalising interventions
Occurs when change is part of normal functioning, i.e. embedded in the organisation’s culture
Contemporary concerns about ‘institutionalising’ as this infers setting or (Lewin’s) refreezing. Perceptions that change is a constant in the contemporary organisation, has meant a rethink.
Institutionalising has ‘morphed’ a little … to the point that the need for (continual) change has in many instances become the focus of any refreeze.
Institutionalising interventions:
Organisation characteristics (important elements of an organisation that can affect (impede?) efforts to institutionalise changes)
Congruence– The extent to which an intervention is in harmony with
strategy, structure (remember the 7-Ss?) & managerial orientation
Stability of environment and technology– Degree of protection of the change target from the vagaries
of other environmentally-driven changes Unionisation
– Unions can be strong supporters of change, but the opposite may also hold when their interests are confronted by intended changes
Institutionalising interventions
Intervention characteristics (important elements of an intervention that can affect (impede?) efforts to institutionalise changes)
Goal specificity (the greater the specificity the better) Programmability (when intervention characteristics are clear
at outset, commitment and reward allocation are easier to manage)
Level of change target (individual, group or organisation-level, each has supporters & inhibitors)
Internal and external support Sponsor(s) (the presence of a powerful sponsor from the
upper levels of the organisation can legitimise and help to control use of resources
Institutionalisation processes Socialisation
learning & experimenting accompany intervention, meaning effort is required to encourage persistence
Commitment Required throughout the levels of organisation hierarchy
Reward allocation When linked to desired behaviours increases likelihood of
refreezing Diffusion
Take-up by other areas limits probability of opposition Sensing and calibration
Detecting deviations from desired outcomes & correction
Institutionalising interventions
Institutionalising interventions
Indicators of institutionalisation (or how to assess degree of persistence with the intervention)
Knowledge do the org. members know the behaviours associated with the intervention?
Performance frequency or number of members adopting the preferred new behaviours
Preferences genuine personal acceptance is much stronger than peer-induced consent or acquiescence
Normative consensus the extent to which the desired behaviour becomes routine
Value consensus social consensus on values that are relevant to the intended changes
Summary
Only the most appropriate interventions should be used in a change process
Two questions will help to determine which intervention is required: What is the type of change required? What is the impact of the change intended?
Once interventions have been selected they must be implemented and evaluated as part of the formal process.