An Experiential Approach To Organization Development 7 Edition

Chapter 9
Employee Empowerment
and Interpersonal
Interventions
An Experiential Approach to Organization Development 7 th edition Chapter 9

Slide 1
Learning Objectives
 Recognize need for employee empowerment.

 Experience dynamics in communication.
 Practice giving and receiving feedback on
your personal communication style.
 Describe career life planning and stress
management.

Slide 2
Changing Michael Dell’s DNA
(part 1 of 2)
Michael Dell manages with determination.

Recent survey of Dell’s employees revealed
problems.
Half of employees would leave if given the
chance.
Felt M. Dell was impersonal.

Slide 3
Changing Michael Dell’s DNA
(part 2 of 2)
M. Dell went before management team and

offered honest self-critique.
He promised to build tighter relationship with his
team.
Videotape of meeting shown to every manager
in company.

Slide 4
Empowering the Individual
(part 1 of 2)
Empowerment is giving employees power to

make decisions about work.
Power and decision making delegated to lower
levels of employees.
Interventions aimed at enhancing development
of individual members.

Slide 5
Empowering the Individual
(part 2 of 2)
Interventions include:
 Helping organization members improve
communications.
 Interpersonal skills.
 Managerial performance.

Slide 6
Employee Empowerment
The individual is one of the most critical

elements in any large-scale organizational
change.

Slide 7
Central to Empowerment Is:
 Delegation of power and decision-making to

lower levels.
 Promulgation of shared vision of future.
 Engaging employees so they develop sense
of pride and responsibility.

Slide 8
Empowerment (part 1 of 3)
Employees are more proactive and self-

sufficient.
Individual is one of most critical elements in
change.
Purpose is for individual’s purpose and vision
congruent with the organization’s.

Slide 9
In many organizations empowerment is basic

cornerstone of change.
GE has company wide version they call work-
out.

Slide 10
Empowerment concepts interwoven through OD

interventions including:
• Team and system interventions.
• Total quality management.
• Self-managed work teams, learning
organizations.
• High-performance systems.
Slide 11
Laboratory Learning (part 1 of 2)
Sometimes called encounter groups, sensitivity

training, and training groups.
Involves using a group as laboratory for
discovering cause-and-effect relations in
interpersonal communications.

Slide 12
Laboratory Learning (part 2 of 2)
Usually includes 10 to 12 participants who do

not know one another and 1 or 2 experienced
facilitators.
Recently it is used less as an OD technique.

Slide 13
Objectives of Laboratory Learning
Include:
 Insights into managerial and personal style.
 Determine impact upon others.
 Awareness of group functioning.
 Analyzing and coping with change.

Slide 14
The Johari Window Model
Communication is critical in determining

effectiveness of organizations.
Johari Window Model is technique for
identifying interpersonal communication style.
Model presents 2 dimensional, 4 cell figure
based on interaction of self and others.

Slide 15
Figure 9.1
The Johari Window

Slide 16
Four Areas of Johari Window
(part 1 of 2)
1. Public area - behavior, thoughts, and

feelings which are known both to the person
and to others.
2. Blind area - aspects of the self not known to
oneself but readily apparent to others.

Slide 17
Four Areas of Johari Window
(part 2 of 2)
3. Closed area - behaviors and feelings know

only to oneself but not to others.
4. Unknown area - aspects of self not known to
oneself or others.

Slide 18
Disclosure and Feedback of Johari
Window
Disclosure involves open disclosure of one’s
feelings, thoughts, and feedback to others.
Feedback is behavioral process used to enlarge
public area and reduce blind area.

Slide 19
Our Changing World:
Joint Ventures, Mergers, and Part-
Ownership (part 1 of 3)
Auto industry is good example of joint ventures,
mergers, and acquisitions.
• Toyota and General Motors.
• Chrysler and Daimler Benz.
• Nissan and Renault.
• Mazda and Ford.

Slide 20
Our Changing World (part 2 of 3)
Trust and cooperation between Mazda and

Ford is part of the joint venture.
• They cooperate on new vehicles and
exchange information.
• Information that is shared is
complementary.

Slide 21
Our Changing World (part 3 of 3)
Some principles they use are:

• Meet often at all levels.
• A third party settles disputes.
• Anticipate cultural differences.
Open, honest communication is key.
Their relationship can define a Johari Window.

Slide 22
Transactional Analysis
Model for analyzing human behavior using

familiar terminology.
Structural analysis is useful to understand how
we get to be who we are.

Slide 23
Ego States of TA (part 1 of 2)
Person has 3 sources of behavior called ego

states:
 Parent - behaviors copied from parental
figure.
 Adult - behaviors involving objective facts.
 Child - behaviors retained from childhood.

Slide 24
Figure 9.2
Ego States

Slide 25
Ego States of TA (part 2 of 2)
All 3 ego states exist within everyone.
Each ego state necessary for well-integrated
personality.
Can enable person to better understand values,
behaviors, and thoughts.
Awareness can help to improve one’s
effectiveness in an organization.

Slide 26
Understanding Transactional Theory
A transaction is basic unit of communication.

Every interaction among people involves
transaction between ego states.

Slide 27
Transactions Are Classified As:
 Complementary.
 Crossed.
 Ulterior.

Slide 28
Complementary Transaction
Occurs when a message sent from one ego

state receives an expected response from
other person’s appropriate ego state.

Slide 29
Figure 9.3 a
Complementary Transaction

Slide 30
Crossed Transaction
Occurs when a message from one ego state

receives response from inappropriate or
unexpected ego state.

Slide 31
Figure 9.3 b
Crossed Transaction

Slide 32
Ulterior Transaction
Involves two ego states simultaneously:

 The literal words of the transaction, which
may mean one thing.
 And the underlying intent, which may mean
something entirely different.

Slide 33
Figure 9.3 c
Ulterior Transaction

Slide 34
Strokes in TA Are Recognition
Stroke is any form of recognition including

physical, verbal, and visual.
Strokes are conditional and unconditional.

Slide 35
Conditional and Unconditional Strokes
Conditional strokes tied to some type of

performance by receiver of stroke.
Unconditional strokes are given with no strings
attached.
Both types of strokes are appropriate.

Slide 36
Positive, Negative, and Crooked Strokes
Strokes in TA may be:

 Positive.
 Negative.
 Crooked.

Slide 37
Positive Strokes
Transactions that provide expected response

and reassure a person’s worth.
Results in a “You’re OK” feeling.

Slide 38
Negative Strokes
Critical transactions resulting in unexpected,

unreassuring response.
Results in “You’re not OK” feeling.

Slide 39
Crooked Strokes
Transactions that have double meaning.

Transmits message different from words a
person uses.

Slide 40
Psychological Positions and Scripts
Psychological position is person’s general

outlook on life.
It is how he or she relates to others.

Slide 41
4 Psychological Positions (part 1 of 2)
 I’m OK, you’re OK. - acceptance of self and

others, a healthy outlook.
 I’m OK, you’re not OK. - tendency to mistreat,
blame, and put down others.

Slide 42
4 Psychological Positions (part 2 of 2)
 I’m not OK, you’re OK. - feelings of low self-

esteem or lack of power compared to others.
 I’m not OK, you’re not OK. - feelings of low
self-esteem and loss of interest in living, with
feelings of confusion and depression.

Slide 43
Authentic Communication and
Relationships of TA
TA emphasizes open communications.
Provides framework for examining how people
communicate and work.
Adult-to-adult transactions help develop
employee involvement and empowerment.

Slide 44
Career Live Planning Interventions
Help individuals better manage their career.

Process of choosing occupational,
organizational, and career paths.

Slide 45
Steps in Career Life Planning
(part 1 of 2)
1. Prepare set of career life goals.

2. Go through the list to test for reality,
determine priorities, and look for conflicting
goals.

Slide 46
Steps in Career Life Planning
(part 2 of 2)
3. Make list of important accomplishments and

things that made participant feel satisfied.
4. Work through list in Step 3 looking for
conflicts.
5. Prepare detailed plan of action.

Slide 47
Stress Management and Burnout
Stress is interaction between individual and

environment.
Characterized by emotional strain affecting
person’s physical and mental condition.
Excessive work and personal stress can
become dysfunctional.

Slide 48
Stress Requires 2 Simultaneous Events
1. External event (stressor).

2. Emotional or physical reaction to the stressor
such as:
• Fear • Muscle tension

• Anxiety • Increased heart rate

Slide 49
Major Sources of Stress
 On-the-job activities.
 Events occurring away from work.
The two interrelated and complex issues.

Slide 50
Potential Stressful Work Activities
Include
 Change in policy.  Lack of feedback.
 Reorganization.  Not enough time to
 Unexpected changes in perform duties.
schedules.  Lack of participation.
 Conflicts with other  Job ambiguities.
people.

Slide 51
Job Burnout
Emotional exhaustion and reduced

accomplishment experienced by those who
do “people work.”
Response to chronic emotional strain of dealing
extensively with other human beings.

Slide 52
Stress Management Interventions
(part 1 of 6)
Helps individuals cope with negative outcomes

of exposure to stress.
Interventions include:
• Wellness programs. • Stress management
• Relaxation techniques. training.
• Career life planning. • Job burnout seminars.

Slide 53
(part 2 of 6)
Wellness Program
Helps employees to improve diet and exercise,
sometimes providing company-built training
facilities.

Slide 54
(part 3 of 6)
Relaxation Techniques
Two commonly used techniques are
biofeedback and meditation.

Slide 55
(part 4 of 6)
Career Life Planning

Sessions may be one-to-one or group sessions.

Slide 56
(part 5 of 6)
Stress Management Training

Instruction in time management, goal setting,
relaxation techniques, and conflict resolution.

Slide 57
(part 6 of 6)
Seminars on Job Burnout

Workshops to help employees understand
nature and symptoms of job problems.

Slide 58
OD in Practice: Health And Wellness at
J&J (part 1 of 3)
Live for Life (LIF) is health promotion of J & J.
Total immersion approach that includes:
• Fitness. • Weight control.

• Smoking cessation. • Stress management.
• Nutrition.

Slide 59
OD in Practice (part 2 of 3)
J&J altered work environment.

Programs fall into 4 broad areas:
 Employee Assistance.
 Proactive Health Assessments.
 Workplace Health.
 Wellness and Fitness Services.

Slide 60
OD in Practice (part 3 of 3)
The results: lowered medical expenses and

achieved improvements in health.
LIF program compatible with corporate credo.
Credo stresses honesty, integrity, and putting
people before profits.

Slide 61
Key Words and Concepts
 Biofeedback - instruments record brain wave,

heart, etc. which enable people to control
nervous system reactions and stress.
 Career life planning - matching career and life
goals.

Slide 62
 Complementary transaction – message sent from
ego state receives expected response from other
person’s appropriate ego state.
 Crooked stroke – transmits message different from
words that person uses.
 Crossed transaction - occurs when message from
one ego state receives response from inappropriate
state.

Slide 63
 Disclosure - used in Johari Window model to
enlarge public area.
 Ego states - sources of behavior used to
describe feelings and behaviors of parent,
adult, and child .
 Empowerment - delegates power to lower
levels to engage all employees.

Slide 64
 Fade out - occurs in laboratory learning when
participants return to work organizations.
 Feedback - process used to enlarge public
area and reduce blind area.
 Job burnout - response to emotional strain of
dealing extensively with other human beings.

Slide 65
 Johari Window Model - model for identifying
communication style.
 Laboratory learning - uses group as laboratory
for discovering relations in interpersonal
communication.
 Meditation - relaxation technique to reduce
stress.

Slide 66
 Negative strokes - results in unexpected
response with “You’re not OK” feeling
 Positive strokes - provide expected response
and reassure a person’s worth.
 Psychological positions - feelings lead to
positions toward oneself and others.

Slide 67
 Psychosocial system - includes relationships
and behavioral patterns of members.
 Stress - emotional strain affecting person’s
physical and mental condition.
 Stress management intervention - methods to
help individual deal with stress.

Slide 68
 Stressors - events that create state of disequilibrium
within individual.
 Stroking - form of recognition of one person by
another.
 Structural analysis - used to understand the 3 ego
states.
 Transaction - interaction between people involving
communication between ego states.

Slide 69
 Transactional analysis - relationship model for
people to understand themselves better.
 Ulterior transaction - involves 2 ego states in
people sending messages which may have
underlying meanings.
 Wellness programs - stress reduction
programs such as physical fitness and nutrition
counseling.

Slide 70
Preparations for Next Chapter
 Read Chapter 10.

 Complete Steps 1 and 2 of OD Skills
Simulation 10.1.
 Complete Step 1 of OD Skills Simulation
10.2A before class but after finishing OD
Skills Simulation 10.1.

Slide 71

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Chapter 9

An Experiential Approach to Organization Development 7 th edition Chapter 9

 Recognize need for employee empowerment.

An Experiential Approach to Organization Development 7 th edition Chapter 9

Michael Dell manages with determination.

An Experiential Approach to Organization Development 7 th edition Chapter 9

M. Dell went before management team and

An Experiential Approach to Organization Development 7 th edition Chapter 9

Empowerment is giving employees power to

An Experiential Approach to Organization Development 7 th edition Chapter 9

An Experiential Approach to Organization Development 7 th edition Chapter 9

The individual is one of the most critical

An Experiential Approach to Organization Development 7 th edition Chapter 9

 Delegation of power and decision-making to

An Experiential Approach to Organization Development 7 th edition Chapter 9

Employees are more proactive and self-

An Experiential Approach to Organization Development 7 th edition Chapter 9

In many organizations empowerment is basic

An Experiential Approach to Organization Development 7 th edition Chapter 9

Empowerment concepts interwoven through OD

Sometimes called encounter groups, sensitivity

An Experiential Approach to Organization Development 7 th edition Chapter 9

Usually includes 10 to 12 participants who do

An Experiential Approach to Organization Development 7 th edition Chapter 9

An Experiential Approach to Organization Development 7 th edition Chapter 9

Communication is critical in determining

An Experiential Approach to Organization Development 7 th edition Chapter 9

An Experiential Approach to Organization Development 7 th edition Chapter 9

1. Public area - behavior, thoughts, and

An Experiential Approach to Organization Development 7 th edition Chapter 9

3. Closed area - behaviors and feelings know

An Experiential Approach to Organization Development 7 th edition Chapter 9

An Experiential Approach to Organization Development 7 th edition Chapter 9

An Experiential Approach to Organization Development 7 th edition Chapter 9

Trust and cooperation between Mazda and

An Experiential Approach to Organization Development 7 th edition Chapter 9

Some principles they use are:

An Experiential Approach to Organization Development 7 th edition Chapter 9

Model for analyzing human behavior using

An Experiential Approach to Organization Development 7 th edition Chapter 9

Person has 3 sources of behavior called ego

An Experiential Approach to Organization Development 7 th edition Chapter 9

An Experiential Approach to Organization Development 7 th edition Chapter 9

An Experiential Approach to Organization Development 7 th edition Chapter 9

A transaction is basic unit of communication.

An Experiential Approach to Organization Development 7 th edition Chapter 9

An Experiential Approach to Organization Development 7 th edition Chapter 9

Occurs when a message sent from one ego

An Experiential Approach to Organization Development 7 th edition Chapter 9

An Experiential Approach to Organization Development 7 th edition Chapter 9

Occurs when a message from one ego state

An Experiential Approach to Organization Development 7 th edition Chapter 9

An Experiential Approach to Organization Development 7 th edition Chapter 9

Involves two ego states simultaneously:

An Experiential Approach to Organization Development 7 th edition Chapter 9

An Experiential Approach to Organization Development 7 th edition Chapter 9

Stroke is any form of recognition including

An Experiential Approach to Organization Development 7 th edition Chapter 9

Conditional strokes tied to some type of

An Experiential Approach to Organization Development 7 th edition Chapter 9

Strokes in TA may be:

An Experiential Approach to Organization Development 7 th edition Chapter 9

Transactions that provide expected response