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Sensitivity training

The most commonly used Organizational

Development intervention is sensitivity training.
It is called laboratory training as it is
conducted by creating an experimental
laboratory situation in which employees are
brought together, in groups, to interact in an
unstructured environment.
The members are encouraged to interact
with new members and new individual
behaviours.

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Sensitivity Training T groups

Kurt

Lewin & friends 1946

Development of T group
Stranger lab people from different
organization.
Cousin
labsame,
but
various
departments
Family lab Back home people in
situations and problem

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T group training
Stranger lab:
Intentional lack of
directive leadership,
formal agenda and
power / status.
It creates
behavioural
vaccum.
It facilitates rich
projections from
behaviour.

Cousin lab:
Trainer becomes
open non
defensive,
empathetic and
minimally evaluative
way.
Feed back received
about impact of
other group
members

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The objectives of laboratory

training are:

1.
2.
3.
4.

To help people understand themselves

better.
To create better understanding of others
To gain insight into the group process
To develop specific behavioural skills

Some

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people never understand why they

feel and act as they do and how the
others feel about them.
Some people are insensitive to the effects
of their behaviour upon others and their
orders upon subordinates
Laboratory training helps such people to
understand the impact of their behaviour
on others.

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Most of the people concentrate on what they

are going to say rather than what the others
are saying.
This training develops the communication skills
of the employers and develops them as good
listeners.
It also helps the participants to form into
informal groups and teams and work more
effectively

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Modus Operandi of Sensitivity

Training
Sensitivity

training provides face to face

interaction.
This training is carried out by largely
unstructured groups without an agenda,
leader and predetermined goals.
The group is given complete freedom in
developing
their
own
devices,
interactions and on-going process for
interaction..

Sometimes,

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the trainer introduces certain

planned activities involving one or two
professional trainers set in with each
group.
The emphasis in this training is not upon
learning specific facts but upon gaining
understanding of feelings, gestures,
attitudes and emotions, i.e. sensitivity to
oneself and others

Another

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type of group is encounter

group. These groups involve unstructured
small group interaction under stress in a
situation that requires people to become
sensitive to one another feelings in order
to develop group activity. These groups
seek to improve understanding of self and
others, group process, culture and
general behavior skills

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Sensitivity training
Aim

is to: (1) encourage participants to

recognize the effects of their behavior on
others (e.g. by developing good
observation and listening skills) (2) get
participants to know themselves (e.g. by
asking others for feedback) and to share
aspects of themselves to others (selfdisclosure)

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Process Consultation
An OD method that helps managers and
employers improve the processes that are
used in organizations
Outside consultant:
Enters organization
Defines the relationship
Chooses an approach
Gathers data
Diagnoses problem
Intervenes
Leaves organization

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Social
psychologist
Edgar
Schein
emphasized the role of a consultant in
efficiently designing the methods to
solve the problems faced by modern
organisations. He defined the technique
of process consultation as the set of
activities on the part of the consultant
which help the client to perceive,
understand, and act upon the process
events which occur in the client's
environment.

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The assumptions underlying Schein's process

consultation model are as follows.
Managers often need special diagnostic help in
knowing what is wrong with the organisation.
Most managers have a constant desire to increase
organisational effectiveness, but they need help in
deciding how to achieve it.
Managers can be effective if they learn to
diagnose their own strengths and weaknesses
without an exhaustive and time-consuming study
of the organisation.

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Process consultation
1.
2.
3.
4.
5.
6.

Initiate contact
Define relationship
Select the setting & method
Gather data & make diagnosis
Intervene
Reduce involvement & terminate ( look
for future approach / development)

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Group Processes
Communications

among group members

Functional roles of group members
Problem solving and decision making
Group norms and growth
Leadership and authority

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Johari Window
Unknown to Others

Known to Others

Hidden
Spot

Open
Window

Unknown
Window

Blind
Spot

Known to
Self

Unknown
to Self

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Improving Communications
Using the Johari Window
Unknown to Others

Reduce
Hidden Area
through
Disclosure to
Others

Known to Others

Open
Window

Reduce Blind Spot

through Feedback from
Others

Known to
Self

Unknown
to Self

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A Cyclical Model of Conflict

Triggering
Event
Issues

Behavior

Triggering
Event
Issues

Consequences
Episode 1

Behavior

Consequences

Episode 2

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Strategies for Conflict Resolution

Prevent

the conflict through mandate or

separation of the parties
Set limits on the timing and extent of the conflict
Help the parties to cope differently with the
conflict
Attempt to eliminate or resolve the basic issues in
the conflict