6.OD Interventions
Transcript of 6.OD Interventions
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OD INTERVENTIONS
The role of OD practitioners
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What are interventions?
The intervention is the procedure the OD consultant
uses, after diagnosing an organizational situation
and providing feedback to management, to
address an organization problem or positive future.
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Intervention
To intervene is to enter into an ongoing system of
relationships, to come between or among persons,
groups, or objects for the purpose of helping them
(Chris Argyris (1970) Intervention theory and method. Reading, MA:
Addison-Wesley)
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Intervention
Intervention is any event, directed toward improving
organizational effectiveness, that disrupts an
organizations normal way of operating (Smither, R. et al. (1970) Organization Development: Strategies for Changing Environment. New York,
NY: HarperCollins)
Interventions sometimes involve a consultant from
outside the organization, but many times
management itself intervenes to make organizational
changes.
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Deciding on appropriate
OD initiatives
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OD Interventions
The techniques that OD practitioners use to bring
about change.
Specific activities, resulting from the process of
diagnosis and feedback, that OD practitioners use
to bring about change.
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Diagnosis and Intervention for OD
Organization Vision, Mission, Strategies
GAP
Strategy for change
Intervention Plan
... ...... ...
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A successful OD intervention
Communicate more openly
Collaborate more effectively
Take more responsibility
Maintain a shared vision
Solve problems more effectively
Show more respect and support for others
Interact with each other more effectively
Be more inquisitive
Be more open to experimentation and new ways of doing things
Source: Porras&Hoffer (1986)
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IndividualTeam
Organization or Sub-organization
Process
Global
Organization-wide
Community and
National
Entry Start-up
Assessment and Feedback
Action Planning
Implementation
Evaluation
Adoption
Separation
Environment
Source: McLean, G. (2006) Organization Development: Principles, Processes, Performance.
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In a larger sense
Diagnosing and giving feedback are themselves
forms of intervention.
Just the fact that management has recognized a
problem and asked someone skilled in OD to study
the situation and make recommendations is likely to
bring about some kind of change.
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Chris Argyris
The founder of intervention theory
To intervene is to enter into an
ongoing system of relationships
to come between or among
persons, groups, or objects for
the purpose of helping them.
Argyris, C. (1970) Intervention theory and method. Reading, MA: Addison-Wesley.
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In other words,
Just undertaking the study of system is likely to have
some impact on the way the system operates.
In a sense, intervention is any event, directed
toward improving organizational effectiveness, that
disrupts an organizations normal way of operating.
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Who intervene?
Interventions sometimes involve a consultant from
outside the organization,
But many times management itself intervenes to
make organizational changes.
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Case study: Euro Disney
Management quickly intervened after it became apparent that the resort was losing $1 million a day.
In fall, 1993, Euro Disneys CEO, Philippe Bourguignon, invited his 9000 employees cast members in Disney jargon to suggest ways to improve operations in the park.
Euro Disney employees responded with a surprising number of suggestions.
One of the recommendations being implemented cut the number of souvenir items stocked in the stores from 30000 to 17000.
employees also suggested the stores carry more Mickey and Minnie souvenirs and fewer artistic items.
Along the same lines, the number of different food items available to visitors was reduced from 5400 to 2000.
The goal of the intervention which result in Euro Disneys first profits in the summer of 1995 is to cut costs by as much as $51 million.
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Aside from specific techniques
Intervention can also be thought of as a process.
As an OD practitioner begins the process, he/she
bring four sets of attributes to the organizational
settings.
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OD practitioner and 4 sets of attribute
1. The practitioner bring the set of values that are
the foundation of the OD including
the belief that people are the cornerstone of success
in any organization endeavor, that most workers
desire personal growth and would like their jobs to be
interesting and challenging,
that organizations are systems of interdependent
parts where changes in one area can bring
unexpected changes in another.
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OD practitioner and 4 sets of attribute
2. The OD specialist has a set of assumption about
the individuals, groups, and organization and how
they operate.
Many times these assumptions are affected by the
theoretical school to which the practitioner belongs.
For example, some OD specialists may interpret
organizational behavior from a sociotechnical systems
approach, whereas others may be more comfortable
using Lewins unfreezing-moving-freezing model.
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OD practitioner and 4 sets of attribute
3. The practitioner has goals for him/herself and for
the organization of values.
Particularly after the OD specialist has made a
diagnosis, these goals may differ from the goals
expressed by higher management when they contact
the specialist.
In the process of planning the intervention, however,
the OD consultant and management work to make
certain they are in agreement about their goals.
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OD practitioner and 4 sets of attribute
4. The OD practitioner knows a variety of structured activities and techniques to use in reaching those goals. These specific structured activities and techniques are interventions.
Although certain interventions are used more frequently than others, the number and variety of interventions are always expanding. As new situations arise, and as the environments in which organizations operate change, new interventions are developed to address organization problems.
For example, virtually no interventions for diversity training existed even ten years ago, but diversity is now a major area of activity for OD practitioners.
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OD interventions
Individual level
Team/Group
Process
Global
Organization-wide
Community and National
Source: McLean, G. (2006) Organization Development: Principles, Processes, Performance. CA: San Francisco, Berrett-Koehler Publishers.
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Individual interventions
Laboratory Training Group (T-Groups)
Coaching
Mentoring
Self-Awareness Tools
Reflection
Training, Education and Development
Leadership Development
Multirater (360-Degree) Feedback
Job Design
Job Descriptions
Responsibility Charting
Policies Manual
Values Clarification and Value Integration
Conflict Management
Action Learning
Source: McLean, G. (2006) Organization Development: Principles, Processes, Performance. CA: San Francisco, Berrett-Koehler Publishers, pp.109-12.
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Team/ Work Group interventions
Dialogue Sessions
Team Building
Team Development/
Effectiveness
Meeting Facilitation
Conflict Management/
Confrontation Meeting
Fishbowls
Strategic Alignment
Assessment
Source: McLean, G. (2006) Organization Development: Principles, Processes, Performance. CA: San Francisco, Berrett-Koehler Publishers, pp.109-12.
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Process interventions
Six Sigma
Continuous Process Improvement/TQM
Process Reengineering
Benchmarking
Sociotechnical Systems (STS)
Source: McLean, G. (2006) Organization Development: Principles, Processes, Performance. CA: San Francisco, Berrett-Koehler Publishers, pp.109-12.
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Organizational interventions
Organization Design
Company-wide Survey
Learning Organization/Organizational Learning
Culture Change
Accountability and Reward Systems
Succession Planning
Valuing Differences/Diversity
Strategic Planning, including Environmental Scanning and Scenario Planning
Mission, Vision, and Values Development
Large-Scale Interactive Events (LSIEs)
Open Systems Mapping
Future Search
Open Space Technology Meetings
Source: McLean, G. (2006) Organization Development: Principles, Processes, Performance. CA: San Francisco, Berrett-Koehler Publishers, pp.117-21.
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Global interventions
Virtual teams and Virtual Teams Building
Cross cultural Teams and Cross-cultural Team Building
Cultural Self-Awareness
Cross-cultural Training
Storytelling/Sharing
Joint ventures
International Diversity
Job Assignments
Blending
Source: McLean, G. (2006) Organization Development: Principles, Processes, Performance. CA: San Francisco, Berrett-Koehler Publishers, pp.114-15.
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COPs
Open space
Appreciative inquiry
Knowledge caf
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Knowing Consultants is important
It is also important to recognize that
consultant whether internal or external has a
particular area of expertise,
And that he or she often relies on that particular
expertise to solve organizational problems.
For example, some consultants specialize in
teambuilding, some in personnel selection, some in
strategic planning, and so forth.
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One lesson
One of the critical aspects of making an
intervention successful is being certain the person
responsible for implementing change has a good
knowledge of intervention appropriate to the
situation.