Intergroup Development Interventions: An Experiential Approach To Organization Development 7 Edition

Chapter 11
Intergroup Development
Interventions
An Experiential Approach to Organization Development 7 th edition
Chapter 11
Slide 1
Learning Objectives
(part 1 of 2)
Identify problems of intergroup conflict and

suboptimization.
Experience negative effects of competition on

organization effectiveness.
Chapter 11
Slide 2
Learning Objectives
(part 2 of 2)
Observe and develop strategies for

collaborative intergroup relations.
Diagnose causes of cooperative versus

competitive group relations.
Chapter 11
Slide 3
Power to the People Who

Make the Hogs (part 1 of 3)
HDs Kansas City plant empowers teams to:
Make their schedules and work rules.
Train new workers and evaluate workers.
Manage plants operating budget.
Approve plant strategies.
Chapter 11
Slide 4

Plants structure centers around employees.
Work teams of 8 to15 members.
Group sends member to operating group.
Four operating groups oversee its division.
Operating group elects representative to Plant
Leadership Group.
Chapter 11
Slide 5

The plant is open and does not have walls for
offices.
Productions workers receive financial rewards
based on the performance of the plant.
Chapter 11
Slide 6
Changing Relationships in
Todays Organizations
Managers concentrate efforts on shared
responsibilities among work teams.
Organizations create situations of team
interdependence.
OD interventions aim at developing effective
working methods between teams.
Chapter 11
Slide 7
Collaboration and Conflict

Organizations need cooperation to be effective.
Differences in objectives and values between
groups.
Conflict is inevitable between groups.
Dysfunctional conflict reduced through
intergroup interventions.
Chapter 11
Slide 8
Our Changing World: Prototype

for DaimlerChrysler (part 1 of 3)
Daimler-Benz AG and Chrysler Corp. to form
DaimlerChrysler has entailed challenges.
Indications of a financial flop.
The 2 have different skills and specialties.
Instead of collaborating, Mercedes and Chrysler
groups often compete.
Chapter 11
Slide 9
Our Changing World
(part 2 of 3)
M-Class plant in Alabama provides prototype.

Old rules on how to manage thrown out.
Plant uses open style offices.
Gain sharing used in incentive program.
Dress for all is casual.
All eat in one cafeteria.
Chapter 11
Slide 10
Our Changing World
(part 3 of 3)
Plants design helped establish culture of

teamwork and open communication.
Each team has a leader.
Team member can do work of other members.
A team at a station can do work of stations
before and behind them.
Chapter 11
Slide 11
Intergroup Operating Problems

Group conflict depends on:
How incompatible the goals are.
Extent to which resources are scarce and

shared.
Degree of interdependence of task activities.
Chapter 11
Slide 12
Figure 11.1
Factors Involved in Conflict
Chapter 11
Slide 13
Suboptimization
Suboptimization occurs when group optimizes
its own subgoals but loses sight of larger
organizational goals.
Intergroup competition involves groups with
conflicting purposes or objectives.
Chapter 11
Slide 14
Role Conflict and Role Ambiguity

Role conflict occurs when individual belongs to
2 or more groups whose goals are in conflict.
Role ambiguity exists when individual of group
not clear about his/her functions and goals.
Chapter 11
Slide 15
Cooperation Versus Competition

(part 1 of 2)
Mixed research results on competition and
cooperation among groups.
Members of competitive groups have more selfesteem for their groups.
Chapter 11
Slide 16
Cooperation Versus Competition

(part 2 of 2)
Groups competing with one another more highly
oriented toward accomplishing task, but no
evidence of increased productivity.
Cooperation promotes productivity between
groups when task is complicated and requires
coordination.
Chapter 11
Slide 17
OD in Practice: General Mills

Looks to Extreme Teams (part 1 of
2)
General Mills (GM) improved teams by looking
for examples outside company.
GM looks at teams that dissect their operations,
analyze them, change them, and put them
back together.
Chapter 11
Slide 18
OD in Practice
(part 2 of 2)
Examination of NASCAR pit crews helped

production operations.
Cross-team cooperation examined between
SWAT teams.
GM replaced separate performance goals for
engineering, purchasing, and production with
single set of goals.
Chapter 11
Slide 19
Managing Conflict
Organizational conflict does not need to be
eliminated but instead managed.
Diagnosing conflict involves learning basic
conflict styles used in dealing with conflict:
Desire to satisfy self.
Desire to satisfy others.

Chapter 11
Slide 20
Figure 11.2
Conflict Styles
Chapter 11
Slide 21
Five Styles of Cooperative

Versus Assertive Behavior: (part 1
1.
of 2)
Avoiding - low concern for self and others.
2.
Obliging - low concern for self, high concern

for others.
3.
Dominating - high concern for self, low

concern for others.
Chapter 11
Slide 22
Five Styles of Cooperative

Versus Assertive Behavior: (part 2
4.
of 2)
Compromising - moderate concern for self
and others.
5.
Integrating - high concern for self and

others.
Chapter 11
Slide 23
Techniques to Deal with

Intergroup Problems
Deal with conflicts openly to manage tensions.
OD techniques include:
Third-party consultation.
Organization mirror.
Intergroup team building.
Chapter 11
Slide 24
Third-Party Consultation
Uses third party, usually outside practitioner, to
help open communications, level power, and
confront problems between groups.
Third party provides diagnostic insight and is
source of emotional support and skills.
Chapter 11
Slide 25
Organization Mirror
Gives feedback to teams on how other
elements of organization view them.
Units meet together to process data with
objective of identifying problems and
formulating solutions.
Chapter 11
Slide 26
Intergroup Team Building

(part 1 of 2)
Key members work on issues of interface.
Meeting usually involves following 5 steps:
Step 1. Working separately, the two work groups
make three lists:
How we see ourselves.
How we think other group sees us.
How we see other group.

Chapter 11
Slide 27
Intergroup Team Building

(part 2 of 2)
Step 2. Meeting with other group, person from
each group presents their lists.
Step 3. Groups meet separately to discuss.
Step 4. Subgroups formed by mixing members
of two groups. Develop action plans.
Step 5. A follow-up evaluation meeting held.
Chapter 11
Slide 28
Table 11.1
Sample Intergroup Meeting Listing
Chapter 11
Slide 29
Key Words and Concepts
Avoiding Style - manages conflict by

withdrawing.
Boundaryless - a GE term that refers to

reducing conflict between divisions and
departments.
Chapter 11
Slide 30
Compromising style - manages conflict by

seeking compromise between parties.
Confrontation - parties directly engage each

other and focus on conflict.
Dominating style - manages conflict by

attaining personal objectives and ignoring
needs of others.
Chapter 11
Slide 31
Integrating style - conflict style where there is

high concern for self and others.
Interdependence - performance of one group

contingent upon another group.
Interfaces - meeting point between groups.
Chapter 11
Slide 32
Intergroup competition - emerges when group

pursues one goal while directly opposing
values that exist in another group.
Intergroup interventions - increase

cooperation among organization subsystems.
Chapter 11
Slide 33
Intergroup team building - key members of

conflicting groups meet to work on issues of
interface.
Meta goals - superordinate organization

goals.
Obliging style - manages conflict by showing

concern for people satisfactions and
smoothing over conflicts.
Chapter 11
Slide 34
Open loop - elements of organization

operating without feedback.
Organization mirror - gives work units

feedback on how other elements of
organization view them.
Role ambiguity - members of group not clear

about their functions and goals.
Chapter 11
Slide 35
Suboptimization - group optimizes own goals

but loses sight of larger organization goals.
Team interdependence - performance of one

group contingent upon another group.
Third-party interventions - increases

communication and intergroup problem
solving using outside practitioner.
Chapter 11
Slide 36
Preparations for Next Chapter
Read Chapter 12.
Complete Step 1 of OD Skills Simulation 12.1.
Complete Step 1 of OD Skills Simulation 12.2.
Read and analyze Case: Western Utilities

Company.
Chapter 11
Slide 37

Intergroup Development Interventions: An Experiential Approach To Organization Development 7 Edition

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Chapter 11

An Experiential Approach to Organization Development 7 th edition

Identify problems of intergroup conflict and

Experience negative effects of competition on

An Experiential Approach to Organization Development 7 th edition

Observe and develop strategies for

Diagnose causes of cooperative versus

An Experiential Approach to Organization Development 7 th edition

Power to the People Who

Make their schedules and work rules.

Train new workers and evaluate workers.

Manage plants operating budget.

Approve plant strategies.

An Experiential Approach to Organization Development 7 th edition

Power to the People Who

Power to the People Who

An Experiential Approach to Organization Development 7 th edition

An Experiential Approach to Organization Development 7 th edition

Collaboration and Conflict

Our Changing World: Prototype

Our Changing World

M-Class plant in Alabama provides prototype.

Our Changing World

Plants design helped establish culture of

Intergroup Operating Problems

How incompatible the goals are.

Extent to which resources are scarce and

Degree of interdependence of task activities.

An Experiential Approach to Organization Development 7 th edition

An Experiential Approach to Organization Development 7 th edition

An Experiential Approach to Organization Development 7 th edition

Role Conflict and Role Ambiguity

An Experiential Approach to Organization Development 7 th edition

Cooperation Versus Competition

An Experiential Approach to Organization Development 7 th edition

Cooperation Versus Competition

An Experiential Approach to Organization Development 7 th edition

OD in Practice: General Mills

An Experiential Approach to Organization Development 7 th edition

Examination of NASCAR pit crews helped

Desire to satisfy self.

Desire to satisfy others.

An Experiential Approach to Organization Development 7 th edition

Five Styles of Cooperative

Obliging - low concern for self, high concern

Dominating - high concern for self, low

An Experiential Approach to Organization Development 7 th edition

Five Styles of Cooperative

Integrating - high concern for self and

An Experiential Approach to Organization Development 7 th edition

Techniques to Deal with

Intergroup team building.

An Experiential Approach to Organization Development 7 th edition

An Experiential Approach to Organization Development 7 th edition

An Experiential Approach to Organization Development 7 th edition

Intergroup Team Building

How we see ourselves.

How we think other group sees us.

How we see other group.

Intergroup Team Building

An Experiential Approach to Organization Development 7 th edition

Key Words and Concepts

Avoiding Style - manages conflict by