OD Interventions

Contents
Definition
Characteristics of effective intervention
Design
Intervention overview
HR interventions
Sensitivity training
Grid training
Process Consultation
Team Building
MBO
Coaching
Training and Development
Organizational Confrontation Meeting
Summary

Definition of Interventions
An intervention is a set of sequenced and
planned actions or events intended to help
the organization increase its effectiveness.

Interventions purposely disrupt the status
quo.
Characteristics of
Effective Interventions
Is it relevant to the needs of the organization?
Valid information
Free and Informed Choice
Internal Commitment
Does it transfer competence to manage
change to organization members?

The Design of
Effective Interventions
Contingencies of Change Situation
Readiness for Change
Capability to Change
Cultural Context
Capabilities of the Change Agent
Contingencies Related to the Target of Change
Strategic Issues
Technology and structure issues
Human resources issues
Human process issues
Intervention Overview
Human Process Interventions
Techno structural Interventions
Human Resources Management
Interventions
Strategic Interventions

Human Process Interventions
Sensitivity training
Grid training
Process Consultation
Team Building
MBO
Coaching
Training and Development
Organizational Confrontation Meeting


Techno structural Interventions
Structural Design
Downsizing
Reengineering
Employee Involvement
Work Design

Human Resources Management
Interventions
Goal Setting
Performance Appraisal
Reward Systems
Career Planning and Development
Managing Work Force Diversity
Employee Stress and Wellness

Strategic Interventions
Integrated Strategic Change
Mergers and Acquisitions
Alliances and Networks
Culture Change
Self-designing Organizations
Organization Learning and Knowledge
Management

Sensitivity Training T groups
Kurt Lewin & friends 1946
Development of T group
Stranger lab people from different
organization.
Cousin lab- same, but various departments
Family lab Back home people in situations
and problem

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
Grid Organization Development
Activities developed by Robert Blake and Jane Mouton, which
constitute a six-phase change model involving the total organization.
Internal resources are developed to conduct most of the programs,
which may take from three to five years to complete.
1. Managerial grid: The model starts with upgrading individual
managers' skills and leadership abilities,
2. Team work development: moves to team improvement activities,
3. Intergroup development: then to intergroup relations activities.
4. Developing ideal strategic corporate model: Later phases include
corporate planning for improvement,
5. Implementing ideal strategic corporate model: developing
implementation tactics, and
6. Systematic critique: finally, an evaluation phase assessing .change in
the organization culture and looking toward future directions.
Survey Feedback
Activities that rely on questionnaire surveys to
generate information that is then used to
identify problems and opportunities. Groups
analyze the data regarding; their performance
and design action plans to correct problems.
1. Data collection
2. Feedback of information
3. Follow up action
Process Consultation
Activities that "help the client to perceive, understand,
and act upon process events which occur in the client's
environment.'" .
These activities perhaps more accurately describe an
approach, a consulting mode in which the client gains
insight into the human processes in organizations and
learn skills in diagnosing and managing them.
Primary emphasis is on processes such as
communications, leader and member roles in groups,
problem solving and decision making, group norms and
group growth, leadership and authority, and intergroup
cooperation and competition. '
Process consultation -Contd
1. Initiate contact
2. Define relationship
3. Select the setting & method
4. Gather data & make diagnosis
5. Intervene
6. Reduce involvement & terminate ( look for
future approach / development)
Team-Building Activities
Activities designed to enhance the effective operation of
system teams.
These activities focus on task issues such as the way
things are done, the skills and resources needed to
accomplish tasks, the quality of relationship among the
team members or between members and the leader, and
how well the team gets its job done.
In addition, one must consider different kinds of teams,
such as formal work teams, temporary tasks force teams,
newly constituted teams, and cross-functional teams.
Life cycle of team
Forming
Storming
Norming
Performing
Adjourning

Stages of Group Development
E X H I B I T 82
Effective teams
Skills & Roll clarity
Supportive environment
Super ordinate goals
Team rewards
Team building process
Problem sensing
Examining differences
Giving & receiving feedback
Developing interactive skills
Constructive behaviour
Negative behaviour
Follow up action
MBO
Peter Drucker coined in 1964.
It is a comprehensive managerial system that
integrates many managerial activities in a
systematic manner, consciously towards
effective and efficient achivement of
organizational objectives.
MBO Process
After appraisal
Recycling
Objective setting

Action planning

Performance review
Education and Training Activities.
Activities designed to improve individuals' skills, abilities, and
knowledge. Several activities are available and several approaches
possible.
For example, the individual can be educated in isolation from his or her
own work group (say, in a T-group consisting of strangers), or one can
be educated in relation to the work group (say, when a work team
learns how better to manage interpersonal conflict). The activities may
be directed toward technical skills required for performing tasks or
may be directed toward improving interpersonal competence.
The activities may be directed toward leadership issues,
responsibilities and functions of group members, decision-making,
problem solving, goal setting and planning, and so forth.
Coaching and Counseling
Activities that entail the consultant or other organization
members working with individuals to help
(a) define learning goals,
(b) learn how others see their behavior, and
(c) learn new behaviors to help them better achieve their
goals. A central feature of this activity is non evaluative
feedback others give to an individual.
A second feature is the second exploration of alternative
behaviors.