What is an OD intervention?

A sequence of planned activities, actions, and events intended to help an organization improve its performance and effectiveness

How does OD intervention fit into the OD process?

Interventions purposely disrupt the status quo.

Institutionalizing interventions
Organization characteristics Intervention characteristics Institutionalization processes Indicators of Institutionalization

Organization characteristics
Congruence Stability of environment and technology Unionization

Intervention Characteristics Need/Goal specificity

Scope/Level of change target Focus/Purpose Internal support Requirements, Specifications, Constraints

Programmability
Costs/Benefits

Institutionalization processes
Socialization: transmit info. Commitment Reward allocation: link rewards to new behaviors. Diffusion: transfer interventions from one system to another (behaviors become normative) Sensing and calibration: detect deviations from desired intervention behaviors and take corrective action

Indicators of institutionalization

Knowledge Performance Preferences Normative consensus Value consensus

Effective interventions can be determined by criteria

The extent to which it fits the needs of the organization a. Valid information b. Free and informed choice c. Internal commitment The degree to which it is based on causal knowledge of intended outcomes The extent to which it transfers changemanagement competence to organization members

Designing Effective Interventions is contingent upon

1. Individual differences among organizational members, organizational factors, and dimensions of the change process itself 2. Situational factors Readiness for Change Capability to Change Cultural Context Capabilities of Change Agent

Contingencies Related to Target of Change

company Strategic Issues transforming

Strategic Interventions Technology and Structure Issues divide work into depts & coordinate Techno-structural Interventions Human Resources Issues A-S-R organizational members Human Resources Management Interventions Human Process Issues socializing organizational members Human Process Interventions

Strategic Interventions
Integrated Strategic Change Trans organization Development Mergers & Acquisitions Culture Change Self-designing Organizations Organization Learning & Knowledge Management

Techno-Structural Interventions

Structural Design Downsizing Reengineering Employee Involvement Work Design

HRM Interventions
Goal Setting

Performance Appraisal
Reward Systems Career Planning & Development Coaching and Counseling Activities Managing Work Force Diversity

Employee Wellness

Human Process Interventions

T-Groups
Process Consultation Intergroup activities/Relationships Team Building Third-party Peacemaking Interventions (Conflict Resolution) Organization Confrontation Meeting Large-group Interventions

Advice for Structuring Interventions

1. 2. 3. 4. 5.

Relevant Problem oriented or opportunity oriented Clear goals Realistic expectations Experience-based learning and conceptual/cognitive/theoretical-based learning 6. Easy-going climate 7. Learn how to learn

Advice for sequencing intervention activities

1. 2. 3. 4. 5. 6. Maximize diagnostic data Maximize effectiveness Maximize efficiency Maximize speed Maximize relevance Minimize psychological & organizational strains

Interventions based on causal mechanisms

1. 2. 3. 4. 5. 6. 7. 8. 9. Discrepancy intervention Theory intervention Procedural intervention Relationship intervention Experimentation intervention Dilemma intervention Perspective intervention Organizational structure intervention Cultural intervention

Results expected from Intervention

1. 2. 3. 4. Feedback Awareness of norms Increased interaction Increased communication Confrontation Education Participation Increased accountability

5. 6. 7. 8.

Evaluation
Feedback to practitioners and organization members about progress and impact of interventions

Intergroup Interventions

Dr. Farida Virani

Process Consultation (Review)

A set of activities on the part of the consultant that helps the client to perceive, understand, and act upon the process events which occur in the clients environment.

Group Processes
Communications among group members Functional roles of group members Problem-solving and decisionmaking Group norms and growth Leadership & Authority

Work roles
Intergroup relationships require understanding of roles, responsibilities, boundaries. Who is in ones role set? Role stressors

Role Stressors
Role Overload Role Ambiguity Role Conflict

Strategies for Conflict Resolution

Prevent 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

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 describe us? Groups exchange and clarify answers Groups analyze the discrepancies and work to

Resolving Intergroup Conflict

Microcosm Groups
Small groups that solve problems in the larger system Small group member characteristics must reflect the issue being addressed (e.g., if addressing diversity, group must be diverse) Primary mechanism for change is parallel processes

Microcosm Group Process

Identify an issue Convene the microcosm group Provide group training Address the issue in the group Dissolve the group

Quality Circles
12-20 members Formed to resolve a particular problem Disband when resolution is institutionalized

Organizational mirroring
Representatives from different groups Observed by hosts Resembles a Fishbowl