personal intervention

7/28/2019 Personal Intervention

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Personal intervention

Name- Manpreet kaur

MBA 2

4940


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Meaning of intervention

An intervention is a set of sequencedand planned actions or events

intended to help the organisation to

increase its effectiveness. Interventions purposely disrupt the

status que.


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Factors that impact the success

of OD intervention Factors relating to change situation

Readiness for change

Capablity to change

cultural context

Capabilities of change agent


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Interpersonal intervention


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What are T-groups?

T-groups (T for training) are unstructuredsmall-group situations in which participants learnfrom their 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 theirbehavior on others.


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Goals of T-groups

Increased understanding about onesownbehavior

Increased understanding about thebehaviorof others

Better understanding of group process Increased interpersonal diagnostic skills

Increased ability to transform learningintoaction

Improvement in the ability to analyzeonesown behavior


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Sensitivity training

Aim is to: (1) encourage participantstorecognize the effects of their

behavioron others (e.g. by developing

goodobservation and listening skills)(2) getparticipants to know themselves

(e.g.by asking others for feedback)

and toshare aspects of themselves toothers(self-disclosure)


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Diagnostic skills

Encourage participantsto perceiveaccurately relationships

between eachother

The focus is onrecording/observingwho is taking an

active role in thediscussion (and who

is not and WHY) How satisfied do participants feel inthe

group discussion?


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Group action skills

Encourage participants to select andact out (role play) behaviours required

by the situation to learn from the

experienceAim is to support coaching/counseling

skills

Common interventions are role plays,team building meetings, adventure

games


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Johari Window

Technique for illustrating the qualityof interpersonal communication identifiersapersons, interpersonal style

of communication

Process consultants use the model to helppeople process data about themselves interms of how they see themselves and howothers see them

Interpersonal communication judged more

effective when there is fit (congruence)between how we see ourselves (privateface) and how others see us (public face)


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Johari window


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Improving communication using

Johari window


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Improving Communications Using the JohariWindow

Reduce Blind spot through feedback from others

Open Window Reduce Hidden Area Through Disclosure to

others

Unknown to Others Known to Others

Known to Self Unknown to Self.


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Motivating People to Change

General reasons

for resistance

Inertia

Timing Surprise

Peer pressure

18-14


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Change-specific reasons forresistance

Self-interest

Misunderstanding Different assessments

Management tactics

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Reasons for Resistance to

Change

18-16

Figure 18.1


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18-17

Figure 18.2


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A General Model for Managing

Resistance Unfreezing

Realizing that current practices are

inappropriate and that new behavior is

necessary Performance gap

The difference between actual

performance and desired performance.

18-18


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Specific Approaches to Enlist

Cooperation

18-19

Education and communication

Participation and involvement

Facilitation and support

Negotiation and rewards

Manipulation and cooptation

Explicit and implicit coercion


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Harmonizing Multiple

Changes Total organization

change

Introducing and

sustaining multiple

policies, practices,

and procedures

across multiple units

and levels.

18-20


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Leading

Change

18-21

Figure 18.3


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Sources of Complacency

18-22

Figure 18.4


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Shaping the Future

Reactive change

A response that

occurs under

pressure; problem

driven change.

Proactive change

A response that is

initiated before a

performance gap

has occurred.

18-23


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Shaping the Future

Reactive change

A response that

occurs under

pressure; problem

driven change.

Proactive change

A response that is

initiated before a

performance gap

has occurred.

18-24


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Creating the Future

Adapters

Companies that take

the current industry

structure and its

evolution as givens,and choose where to

compete

Shapers

Companies that try

to change the

structure of their

industries, creating afuture competitive

landscape of their

own design.

18-25


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Learning Cycle: Explore,

Discover, Act

18-26Figure 18.6


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Level 5 Hierarchy

18-27

Figure 18.7


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personal intervention

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