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INTERVENTION DEFINIED

To enter into an ongoing system of relationship To come between or among persons, groups, or objects for the purpose of helping them The range of planned, programmatic activities clients and consultants participate in during the course of an OD program

Diagnostic and problem-solving activities Begin as consultant driven If successful (effective) absorbed into organizational processes, culture
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WHAT ARE OD INTERVENTIONS

They are the sets of structured activities in which selected organizational units engage in a task or a sequence of tasks with the goals of organizational improvement and individual development

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ATTRIBUTES TO THE ORGANISATIONAL SETTING

A set of Values A set of assumptions about the people, organizations and interpersonal relations A set of goals for the practitioners and the organization and its members A set of Structured activities that are the means for achieving the values, assumptions and goals THESE ACTIVITIES ARE INTERVENTIONS

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FACTORS THAT LEADERS AND PRACTIONERS CONSIDER AS THEY PLAN AND IMPLEMENT OD

Behind every program is an overall game plan or Intervention Strategy:

Problem or Opportunity to be addressed The desired outcomes of the program Sequencing and Timing of the various Interventions

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Include the relevant people, the people affected by the problem or the opportunity Activity should be problem oriented or opportunity oriented Goal should be Clear and the way to reach the goal is clear Ensure high probability of success Experience based learning and conceptual learning should be included The individuals should be freed up rather than anxious or defensive i.e, TO LEARN TOGETHER AND TO LOOK AT PRACTICES IN AN EXPERIMENTING WAY SO THAT WE CAN BUILD BETTER PROCEDURES The individuals learn about task and process The individuals should engaged as whole persons, not 6 segmented persons KALYANI

THE RULES FOR MANAGING THE IMPLEMENTATION PROCESS MICHAEL BEER

a. b. c. d. e.

f.

Maximize diagnostic data Maximize effectiveness Maximize efficiency Maximize speed Maximize relevance Minimize psychological and organizational strain
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TYPES OF INTERVENTIONS - ROBERT BLAKE AND JANE MOUTON

1) 2) 3) 4) 5) 6) 7) 8) 9)

Discrepancycontradiction in action/attitudes Theorybehavioral science theory to explain

behavior

Proceduralcritiquing how things are done to

determine best practices

Relationshipinterpersonal relations, conflict

resolution

ROBERT BLAKE

Experimentationtesting different plans;

selecting best

Dilemmaimposed/emergent dilemma used to

examine

Perspectivehistory, past practices, context,

future to assess assumptions, actions, plans

Organization structureexamine how

structure impacts organizational ineffectiveness

JANE MOUTON

Culturallooks at organizational traditions,

precedents, practices
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RESULTS EXPECTED FROM OD INTERVENTION

1.

Feedbacklearning new data

Self, others, group processes, organizational dynamics Objective picture of the real world Raises awareness if not too threatening Used in

Process consultation Organization mirroring Sensitivity training Coaching and counseling Survey feedback

CONTD., 9

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2.

Awareness of Changing Norms Functional/dysfunctional

Increase awareness of the unwritten rules influencing behavior Changing norms: This is a new ball game or Were playing with a new set of rules

Incentive to changediscrepancy between outcomes of current norms and outcomes they are trying to achieve Used in
Team building Intergroup team-building Culture analysis Grid OD STS

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3.

Increased interaction and communication

Increases positive sentiments towards others Reduces tunnel vision at individual, group level Valid, shared perception checks Increase dialogue and interaction in new, constructive ways Used in

Almost all OD interventions

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4.

Confrontation
Surfacing and examining differences in beliefs, feelings, attitudes, or norms to remove obstacles to effective interaction Discern(distinguish) differences that get in the way Uncover issues Used in conflict resolution interventions such as

Intergroup team building Third-party peace making Role negotiation

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5.

Education

Upgrading a) knowledge and concepts; b) beliefs and attitudes; c) skills Focus on several content areas: task achievement, social relationships, organizational dynamics/processes and processes for managing change Used in

Behavioral modeling Force-field analysis Life- and career-planning Self-directed teams T-groups
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6.

Depth of Intervention

Accessibility of data Degree of individuality/self-exposure Examples

T-group vs. work team General questions vs. collage building/picture drawing (Gareth Morgan Images of Organizations)

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7.

Participation

Increasing the number of people involved in problem-solving, goal setting, brainstorming Increases quality, acceptance of ideas, job satisfaction and promotes employee well-being Used in most OD interventions, specifically

Quality circles Collateral organizations QWL programs Teambuilding Search conferences, survey feedback, confrontation meetings

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8.

Increased Accountability

Clarify peoples responsibilities and monitor performance relative to responsibilities (insure different outcomes for on- and off-target performance) Used in

Role analysis technique Responsibility charting Life- and career-planning, quality circles, MBO, self-managed teams, partnering

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9.

Increased Energy and Optimism

Motivating and energizing people by identifying new possibilities or desirable, worthwhile and attainable future state. Increases inventiveness and innovation Used in

Appreciative inquiry Visioning Getting the whole system in the room QWL TQM Self-managed teams

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CLASSIFYING OD INTERVENTIONS

Diagnostic activities Team building activities Intergroup activities(when two groups are involved it is Intergroup & when more than two groups are involved it is Organizational Mirroring) Survey Feedback Activities Education and Training Activities Techno structural or Structural Activities Process Consultation Activities Grid OD Activities Third Party Peacemaking Activities Coaching and Counseling Activities Life and Career Planning Activities Planning and Goal Setting Activities Strategic Management Activities 19 KALYANI Organizational Transformation Activities

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Sequence of stages in the intervention strategy model

PROBLEM/ OPPORTUNITY

Development of Implementation Strategies

Implementation

CLIENT SET

Evaluating Options

Situation Summary

Identification of Performance Measures

Identification of Objectives & Constraints

Modelling Generation of Options Chosen Options

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