week 11 interventions

8/3/2019 Week 11 Interventions

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OD InterventionsSharon Glazer, Ph.D.

San Jose State University


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Survey CollectionDiscussion

Report from Teacher/Staff Team

Report from Parent Team

Data Collection Follow-Up: Last chanceto complete survey

Prepare for Simulation 10.1

Submit HW Case Ch. 11


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What is an ODintervention?

A sequence of planned activities,actions, and events intended to help an

organization improve its performanceand effectiveness


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How does OD intervention fit into

the OD process?

Interventions purposely

disrupt the status quo.


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Intervention Characteristics

Need/Goal specificity

Scope/Level of change target

Focus/Purpose

Internal support

Requirements, Specifications, Constraints

Programmability

Costs/Benefits


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Institutionalizationprocesses

Socialization: transmit info.

Commitment

Reward allocation: link rewards to new behaviors.

Diffusion: transfer interventions from one systemto another (behaviors become normative)

Sensing and calibration: detect deviations fromdesired intervention behaviors and take correctiveaction


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Indicators ofinstitutionalization

Knowledge

Performance

Preferences

Normative consensus

Value consensus


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Effective interventions can be determineby 3 criteria

The extent to which it fits the needs of theorganization

a. Valid information

b. Free and informed choice

c. Internal commitment

The degree to which it is based on causalknowledge of intended outcomes

The extent to which it transfers change-

management competence to organization


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Designing Effective Interventions is

contingent upon

1. Individual differences among organizationalmembers, organizational factors, anddimensions of the change process itself

2. Situational factors

Readiness for Change

Capability to Change Cultural Context

Capabilities of Change Agent


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Contingencies Related to

Target of Change

Strategic Issues transforming companyStrategic Interventions

Technology and Structure Issues divide work into

depts & coordinateTechno-structural Interventions

Human Resources Issues A-S-R organizationalmembers

Human Resources Management Interventions

Human Process Issues socializing organizationalmembers

Human Process Interventions


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Techno-Structural

Interventions

Structural Design

Downsizing

Reengineering

Employee Involvement

Work Design


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HRM Interventions

Goal Setting

Performance Appraisal

Reward Systems

Career Planning & Development

Coaching and Counseling Activities

Managing Work Force Diversity

Employee Wellness


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Advice for Structuring Interventions

1. Relevant

2. Problem oriented or opportunity oriented

3. Clear goals

4. Realistic expectations

5. Experience-based learning andconceptual/cognitive/theoretical-based learning

6. Easy-going climate7. Learn how to learn

8. Task and process

9. Total situation should come into play


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Advice for sequencing

intervention activities

1. Maximize diagnostic data

2. Maximize effectiveness

3. Maximize efficiency

4. Maximize speed

5. Maximize relevance

6. Minimize psychological & organizational

strains


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Interventions based on causal

mechanisms

1. Discrepancy intervention

2. Theory intervention

3. Procedural intervention

4. Relationship intervention

5. Experimentation intervention

6. Dilemma intervention

7. Perspective intervention

8. Organizational structure intervention

9. Cultural intervention


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Results expected from

Intervention

1. Feedback

2. Awareness of norms

3. Increased interaction

4. Increased communication

5. Confrontation

6. Education

7. Participation

8. Increased accountability

9. Increased energy

10.Optimism


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Evaluation

Feedback to practitioners andorganization members about progress

and impact of interventions


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Research Design

Quasi-experimental research designs

Longitudinal measurement

Comparison unit

Statistical analysis

Q i E i t l


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Quasi-ExperimentalDesigns

3 Un-interpretable Designs

A.One Group Post-Test (X O1)

WHY?

B.One Group Pretest-Posttest design (O1X O2)

WHY?

C.Post-test only with nonequivalent groups(X O)

( O)

WHY?

U t t d Ct l G D i


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Untreated Ctrl Group Designsw/Pretests

With dependent pretest & posttest samples (mostcommon) O1 X O2

O1 O2

5 ways data can turn out (and their problems)

1. No change in control group

2. Both groups grow apart in same direction

3. Pretest differences diminished

4. Compensatory treatment case without a crossovereffect

5. Outcomes that cross-over: these are great results,


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Other Designs

Untreated Control Group Design withIndependent pretest and samples

Untreated control group design with adouble pretest

Cohort Designs: O1

X O2


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Other Designs

Switching replications design

Reversed-treatment control group

design with pretest & posttest

Untreated Control group with doublepretest and both independent anddependent samples

Designs without pretests


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Break

15 min. break


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Human Process

InterventionsIntergroup Interventions


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Process Consultation (Review)

A set of activities on the part of theconsultant that helps the client to

perceive, understand, and act upon theprocess events which occur in theclients environment.


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Group Processes

Communications among groupmembers

Functional roles of group members

Problem-solving and decision-making

Group norms and growth

Leadership & Authority


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Work roles

Intergroup relationships requireunderstanding of roles, responsibilities,

boundaries. Who is in ones role set?

Role stressors


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Role Stressors

Role Overload

Role Ambiguity

Role Conflict

Strategies for Conflict


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Strategies for ConflictResolution

Prevent conflict through mandate orseparation of the parties

Set limits on the timing and extent of theconflict

Help the parties to cope differently with

the conflict

Attempt to eliminate or resolve the basicissues in the conflict


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Resolving Intergroup Conflict

Groups and consultant convene to address issues

Groups are asked to address 3 questions

1. What qualities/attributes best describe our

group?2. What qualities/attributes best describe their

group?

3. How do we think the other group will describeus?

Groups exchange and clarify answers

Groups analyze the discrepancies and work to

understand their contribution to the perceptions


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Microcosm Groups

Small groups that solve problems in thelarger system

Small group member characteristicsmust reflect the issue being addressed(e.g., if addressing diversity, group

must be diverse)

Primary mechanism for change isparallel processes


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Microcosm Group Process

Identify an issue

Convene the microcosm group

Provide group training

Address the issue in the group

Dissolve the group


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Quality Circles

12-20 members

Formed to resolve a particular problem

Disband when resolution isinstitutionalized


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Organizational mirroring

Representatives from different groups

Observed by hosts

Resembles a Fishbowl

week 11 interventions

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