OD INTERVENTIONSOD INTERVENTIONS

PRESENTED BY:PRESENTED BY:DEEPALI SHARMA,HIMANI YADAV,MEGHA SETHI, DEEPALI SHARMA,HIMANI YADAV,MEGHA SETHI,

ANJU RANIANJU RANI

Definition of InterventionsDefinition of Interventions

An intervention is a set of sequenced An intervention is a set of sequenced and planned actions or events and planned actions or events intended to help the organization intended to help the organization increase its effectiveness.increase its effectiveness.

Interventions purposely disrupt the Interventions purposely disrupt the status quo.status quo.

Characteristics of Characteristics of Effective InterventionsEffective Interventions

► Is it relevant to the needs of the Is it relevant to the needs of the organization?organization? Valid informationValid information Free and Informed ChoiceFree and Informed Choice Internal CommitmentInternal Commitment

► Is it based on causal knowledge of Is it based on causal knowledge of intended outcomes?intended outcomes?

►Does it transfer competence to manage Does it transfer competence to manage change to organization members?change to organization members?

The Design ofThe Design of Effective Interventions Effective Interventions

►Contingencies Related to the Contingencies Related to the

Change SituationChange Situation

► Readiness for Change► Capability to Change► Cultural Context► Capabilities of the Change Agent

Contd…………..Contd…………..

►Contingencies Related to the Target of Contingencies Related to the Target of ChangeChange Strategic Issues Technology and structure issues Human resources issues Human process issues

Intervention OverviewIntervention Overview

►Human Process InterventionsHuman Process Interventions►Techno structural InterventionsTechno structural Interventions►Human Resources Management Human Resources Management

InterventionsInterventions►Strategic InterventionsStrategic Interventions

Human Process InterventionsHuman Process Interventions

►CoachingCoaching►Training and DevelopmentTraining and Development►Process Consultation and Team Process Consultation and Team

BuildingBuilding►Third-party Interventions (Conflict Third-party Interventions (Conflict

Resolution)Resolution)►Organization Confrontation MeetingOrganization Confrontation Meeting► Intergroup RelationshipsIntergroup Relationships►Large-group InterventionsLarge-group Interventions

Techno structural Techno structural InterventionsInterventions

►StructuralStructural Design Design

►DownsizingDownsizing►ReengineeringReengineering►EmployeeEmployee Involvement Involvement

►Work DesignWork Design

Human Resources Management Human Resources Management InterventionsInterventions

►Goal SettingGoal Setting►Performance AppraisalPerformance Appraisal►Reward SystemsReward Systems►Career Planning and DevelopmentCareer Planning and Development►Managing Work Force DiversityManaging Work Force Diversity►Employee Stress and WellnessEmployee Stress and Wellness

Strategic InterventionsStrategic Interventions

► Integrated Strategic ChangeIntegrated Strategic Change►Mergers and AcquisitionsMergers and Acquisitions►Alliances and NetworksAlliances and Networks►Culture ChangeCulture Change►Self-designing OrganizationsSelf-designing Organizations►Organization Learning and Knowledge Organization Learning and Knowledge

ManagementManagement

►Interpersonal Interventions

What are T-Groups?

► T-groups (“T” for training) are unstructured small-group situations in which participants learn from their own actions

► T-groups evolved from the laboratory training research of Kurt Lewin (1945)

► T-groups focus on the what, how and why of interpersonal communication.

► T-groups are used by consultants to help managers learn about the effects of their behavior on others

Goals of T-groups

► Increased understanding about one’s own behavior

► Increased understanding about the behavior of others

► Better understanding of group process► Increased interpersonal diagnostic skills► Increased ability to transform learning into

action► Improvement in the ability to analyze one’s

own behavior

Sensitivity training

►Aim is to: (1) encourage participants to recognize the effects of their behavior on others (e.g. by developing good observation and listening skills) (2) get participants to know themselves (e.g. by asking others for feedback) and to share aspects of themselves to others (self-disclosure)

Diagnostic skills

►Encourage participants to perceive accurately relationships between each other

►The focus is on recording/observing who is taking an active role in the discussion (and who is not and WHY)

►How satisfied do participants feel in the group discussion?

Group action skills

►Encourage participants to select and act out (role play) behaviors required by the situation – to learn from the experience

►Aim is to support coaching/counseling skills

►Common interventions are role plays, team building meetings, adventure games

Johari Window

► Technique for illustrating the quality of interpersonal communication – identifiers a person’s interpersonal style of communication

► Process consultants use the model to help people process data about themselves in terms of how they see themselves and how others see them

► Interpersonal communication judged more effective when there is fit (congruence) between how we see ourselves (private face) and how others see us (public face).

Johari Window

► Unknown to Others Known to others

HiddenSpot

OpenWindow

UnknownWindow

BlindSpot

Known toSelf

Unknownto Self

Improving CommunicationsUsing the Johari Window

Reduce Hidden Area Through Disclosure to others

Open Window

Reduce Blind spot through feedback from others

Unknown to Others

Known to Others

Known toSelf

Unknownto Self

Process ConsultationProcess Consultation

An OD method that helps managers An OD method that helps managers and employers improve the processes and employers improve the processes that are used in organizationsthat are used in organizations

Outside consultant:Enters organizationDefines the relationship Chooses an approachGathers data Diagnoses problemIntervenesLeaves organization

Process Consultation

►In process consultation, the consultant observes individuals and groups in action – helping them learn to diagnose and solve their own problems

►Often used in conjunction with teambuilding, self-directed work teams, quality circles, and other interpersonal interventions

Process Consultation: How is itDone?

►Consultant observes the communication processes between individuals and workgroups

►Interventions used such as listening, probing, questioning, clarifying, reflecting, synthesizing and summarising

Process Consultation:Key Questions

► • How well do group members seek and give information? Ask questions? Summarize? Listen to others?

► • How well do group members perform ‘group maintenance roles’ such as compromising? Harmonizing? Supporting?

► • How well do group members solve problems? Make decisions?

► • How well do group members deal with power and authority issues?

► • How well do group members exercise leadership?

Third Party Peace MakingThird Party Peace Making

► Intermediaries (or "third parties") are Intermediaries (or "third parties") are people, organizations, or nations who enter people, organizations, or nations who enter a conflict to try to help the parties de-a conflict to try to help the parties de-escalate or resolve it.escalate or resolve it.

WALTON’S APPROACH TO THIRD WALTON’S APPROACH TO THIRD PARTY PEACEMAKINGPARTY PEACEMAKING

►Walton has presented a statement of Walton has presented a statement of theory and practice for third-party theory and practice for third-party peace making interventions that is peace making interventions that is important in its own right and important in its own right and important for its role in organization important for its role in organization development.development.

WALTON’S MODEL IS BASED ON WALTON’S MODEL IS BASED ON FOUR ELEMENTSFOUR ELEMENTS

The conflict issues.The conflict issues.

Precipitating circumstances.Precipitating circumstances.

Conflict relevant acts.Conflict relevant acts.

The consequences of the conflict.The consequences of the conflict.

SOURCES OF CONFLICTSOURCES OF CONFLICT

Sustentative issues.Sustentative issues.

Emotional issues.Emotional issues.

WALTON’S HAS OUTLINED THE WALTON’S HAS OUTLINED THE INGREDIENTS OF A PRODUCTIVE INGREDIENTS OF A PRODUCTIVE

CONFRONTATIONCONFRONTATION Mutual positive motivation.Mutual positive motivation. Balance of power.Balance of power. Synchronization of confrontation efforts.Synchronization of confrontation efforts. Differentiation and integration of Differentiation and integration of

different phases of the intervention different phases of the intervention must be well pacedmust be well paced..

Conditions that promote openness Conditions that promote openness should be created.should be created.

Reliable communicative signals.Reliable communicative signals. Optimum tension in the situationOptimum tension in the situation . .

ORGANIZATION MIRROR ORGANIZATION MIRROR INTERVENTIONINTERVENTION

It is a technique designed to work It is a technique designed to work units feedback on how other units feedback on how other elements of organization view elements of organization view them.them.

Designed to improve relationships Designed to improve relationships between teams.between teams.

What is a “confrontation What is a “confrontation meeting?”meeting?”

►One day meeting of entire management of One day meeting of entire management of an organization in which they take a an organization in which they take a reading of their own organizational healthreading of their own organizational health

►Organizational confrontation meetingOrganizational confrontation meeting: : brings together all of the managers of an brings together all of the managers of an organization to meet to confront the issue organization to meet to confront the issue of whether the organization is effectively of whether the organization is effectively meeting its goalsmeeting its goals

ProcessProcess

1.1. Climate setting 45-60 min.Climate setting 45-60 min.

2.2. Information Collecting 60 min.Information Collecting 60 min.

3.3. Information Sharing 60 minInformation Sharing 60 min

4.4. Priority setting and group action planning 75 Priority setting and group action planning 75 min.min.

5.5. Action Planning 60-120 minutesAction Planning 60-120 minutes

6.6. Immediate follow-up by top team 60-180 min.Immediate follow-up by top team 60-180 min.

7.7. (Four-six weeks later) Progress review 120 (Four-six weeks later) Progress review 120 minutesminutes

When is it appropriate to conduct a When is it appropriate to conduct a confrontation meeting?confrontation meeting?

► Need for the total management group to Need for the total management group to examine its own workingsexamine its own workings

► Very limited time available for the activityVery limited time available for the activity► Top management wishes to improve Top management wishes to improve

conditions quicklyconditions quickly► Enough cohesion in the top team to ensure Enough cohesion in the top team to ensure

follow-upfollow-up► Real commitment by top management to Real commitment by top management to

resolve the issueresolve the issue► Organization is experiencing , or has Organization is experiencing , or has

recently experienced, some major changerecently experienced, some major change

Coaching & MentoringThe main reasons why organizations need coaching and mentoring activities are as follows:

To maximize knowledge transferTo increase the skill levelsFor succession planning

Contd……..Contd……..

To maximize knowledge transferTo maximize knowledge transfer

Coaching & Mentoring provides a learning Coaching & Mentoring provides a learning channel that effectively transfers channel that effectively transfers knowledge within the organizationknowledge within the organization

Critical knowledge is maintained in the Critical knowledge is maintained in the organizationorganization

Contextual learning is evidentContextual learning is evident

Contd…….Contd…….

To increase skill levelsTo increase skill levels

The coaches and mentors can very The coaches and mentors can very effectively transfer core skillseffectively transfer core skills

Customization of skills in relation to the Customization of skills in relation to the core activities of the business is retainedcore activities of the business is retained

Cross training of staff can be achievedCross training of staff can be achieved

Contd….Contd….

For succession planningFor succession planning

The ability for the organization to identify The ability for the organization to identify ‘fast track’ candidates and prepare them ‘fast track’ candidates and prepare them for new jobs is enhanced by coaching & for new jobs is enhanced by coaching & mentoringmentoring

Coaching & Mentoring can ensure Coaching & Mentoring can ensure continuity of performance when key staff continuity of performance when key staff leave the organization because core skills leave the organization because core skills have been transferred have been transferred

Beneficiaries of Coaching & Beneficiaries of Coaching & MentoringMentoring

The Coach / Mentor

The Employee

The Department

The Organization

Benefits to The Coach / Benefits to The Coach / MentorMentor

Benefits to the Coach / Mentor can be Benefits to the Coach / Mentor can be described as:described as:Job Satisfaction Job Satisfaction

Further development of own skill level Further development of own skill level

Involvement in strategic activityInvolvement in strategic activity

What does a mentor actually do?

► Encourage ► Convey sincere belief in protégé ability to

succeed ► Give advice ► Give constructive feedback ► Give formal and informal instruction (technical,

clinical, political) ► Introduce to colleagues, etc. ► Provide opportunities for protégé to

demonstrate his/her skills

Contd….Contd….

► Serve as career and lifestyle role model ► Attend meetings, conferences, and other

events together ► Provide observation experience ► Provide role-playing experience ► Exchange/discuss ideas ► Co-authoring ► Challenge protégé to and assist with career

planning and development; emphasis on planning!

Contd..Contd..

►Review resumes, cover letters ►Provide sense of direction/focus ►Help in problem solving ►Practice communication/interpersonal

skills ►Assist in career planning ►Help set goals

What about mentees?► Potential to succeed ► Capacity for self-disclosure ► Willing to learn ► Confident to try new things ► Communicate well ► Trust others ► Ambitious ► Internal focus of control ► High job investment ► Values relationships ► Sees relationship between personal and professional growth ► Active learner ► Focused ► Learn from, but not have to please the mentor ► Knows limits/ when to get help ► Ethical ► Takes initiative ► Goal oriented ► Organization/ time management skills ► Open minded

What Coaching and Mentoring Are

• Coaching is a core competency necessary for knowledge transfer

Mentoring is a two-way process of dialogue and planning

– People helping each other to find their way on the job, in the

organization and over a lifetime

►Both require . . . . . .►

► observation, dialogue, and agreement. . . . . targeted at building individual and teamcapabilities. . . . . .to foster continuous

improvement in organizations.

STRATEGIC IMPORTANCE OF COACHING AND MENTORING

Coaching and mentoring as knowledge transfer: Everyone has unique knowledge to exchange with others Insist on the discipline of a 50/50 split in time

Structural interventionsStructural interventions

► Socio technical systems (STS).Socio technical systems (STS).► Self-managed teams.Self-managed teams.► Work redesign.Work redesign.► Management by objectives (MBO).Management by objectives (MBO).► Quality circles.Quality circles.► Quality of work life projects (QWL).Quality of work life projects (QWL).► Parallel learning structures (or collateral Parallel learning structures (or collateral

organizations).organizations).► Physical settings.Physical settings.► Total quality management (TQM).Total quality management (TQM).► Reengineering.Reengineering.► Large-scale systems change.Large-scale systems change.

Socio technical Systems Socio technical Systems (STS)(STS)

► Largely associated with experiments that emerged under the Largely associated with experiments that emerged under the auspices of the Travistock Institute in Great Britain.auspices of the Travistock Institute in Great Britain.

► Efforts generally attempted to create a better “fit” among the Efforts generally attempted to create a better “fit” among the technology, structure, and social interaction of a particular technology, structure, and social interaction of a particular production unit in a mine, factory, or office.production unit in a mine, factory, or office.

► Two basic premises:Two basic premises: Effective work systems must jointly optimize the relationship Effective work systems must jointly optimize the relationship

between their social and technical parts.between their social and technical parts. Such systems must effectively managed the boundary separating Such systems must effectively managed the boundary separating

and relating them to the environment.and relating them to the environment. Highly participative among stakeholders: Employees, engineers, Highly participative among stakeholders: Employees, engineers,

staff experts, and managers.staff experts, and managers. Feature the formation of autonomous work groups (i.e. self-Feature the formation of autonomous work groups (i.e. self-

managed).managed). Theory suggested that effectiveness, efficiency, and morale will Theory suggested that effectiveness, efficiency, and morale will

be enhanced.be enhanced.

Self-Managed TeamsSelf-Managed Teams

► Problems in implementation:Problems in implementation: What to do with the first-line supervisors who are What to do with the first-line supervisors who are

no longer needed as supervisors.no longer needed as supervisors. Managers that are now one level above the Managers that are now one level above the

teams will likely oversee the activities of several teams will likely oversee the activities of several teams, and their roles will change to emphasize teams, and their roles will change to emphasize planning, expediting, and coordinating.planning, expediting, and coordinating.

► They need considerable training to acquire They need considerable training to acquire skills in group leadership and ability to skills in group leadership and ability to delegate; skills to have participative delegate; skills to have participative meetings, planning, quality control, meetings, planning, quality control, budgeting, etc.budgeting, etc.

Work RedesignWork Redesign

► Hackman and Oldham – theoretical model of Hackman and Oldham – theoretical model of what job characteristics lead to the what job characteristics lead to the psychological states that produce what they psychological states that produce what they call ‘high internal work motivation.’call ‘high internal work motivation.’

► Model approach has the characteristics of OD; Model approach has the characteristics of OD; use of diagnosis, participation, and feedback.use of diagnosis, participation, and feedback.

► Model suggested that organizations analyze Model suggested that organizations analyze jobs using the five core job characteristics; jobs using the five core job characteristics; then redesign of group work: skill variety, task then redesign of group work: skill variety, task identity, task significance, autonomy, identity, task significance, autonomy, feedback from job.feedback from job.

MBO and AppraisalMBO and Appraisal

► Management by objective (MBO) programs Management by objective (MBO) programs evolve from a collaborative organization evolve from a collaborative organization diagnosis and are systems of joint target diagnosis and are systems of joint target setting and performance review designed to setting and performance review designed to increase a focus on objectives and to increase increase a focus on objectives and to increase frequency of problem solving discussions frequency of problem solving discussions between supervisors and subordinates and between supervisors and subordinates and within work teams.within work teams.

► MBO programs are unilateral, autocratic MBO programs are unilateral, autocratic mechanisms designed to force compliance mechanisms designed to force compliance with a superior’s directives and reinforce a with a superior’s directives and reinforce a one-on-one leadership mode.one-on-one leadership mode.

Quality CirclesQuality Circles

► The concept is a form of group problem solving The concept is a form of group problem solving and goal setting with a primary focus on and goal setting with a primary focus on maintaining and enhancing product quality.maintaining and enhancing product quality.

► Extensively used in Japan.Extensively used in Japan.► Quality circles consist of a group of 7 – 10 Quality circles consist of a group of 7 – 10

employees from a unit; who have volunteered to employees from a unit; who have volunteered to meet together regularly to analyze and make meet together regularly to analyze and make proposals about product quality and other proposals about product quality and other problems.problems.

► Morale and job satisfaction among participants Morale and job satisfaction among participants were reported to have increased.were reported to have increased.

► Quality circles contributes toward total quality Quality circles contributes toward total quality management.management.

Quality of Work Life (QWL)Quality of Work Life (QWL)

►Organizational improvement efforts.Organizational improvement efforts. Attempt to restructure multiple Attempt to restructure multiple

dimensions of the organization.dimensions of the organization. To institute a mechanism which introduces To institute a mechanism which introduces

and sustains changes over time.and sustains changes over time.

►An increase in participation by An increase in participation by employees and increase in problem employees and increase in problem solving between the union and solving between the union and management.management.

Parallel Learning StructuresParallel Learning Structures

►Consists of a steering committee and a Consists of a steering committee and a number of working groups that:number of working groups that: Study what changes are needed in the Study what changes are needed in the

organization,organization, Make recommendations for improvement, Make recommendations for improvement,

andand Then monitor the resulting change efforts.Then monitor the resulting change efforts.

Physical Setting and ODPhysical Setting and OD

► Physical settings are an important part of Physical settings are an important part of organization culture that work groups should learn organization culture that work groups should learn to diagnose and manage, and about which top to diagnose and manage, and about which top management needs input in designing plants and management needs input in designing plants and buildings.buildings.

► Sometime, physical setting were found to interfere Sometime, physical setting were found to interfere with effective group and organizational functioning.with effective group and organizational functioning.

► Examples: A personnel director having a secretary share the Examples: A personnel director having a secretary share the same office; resulting lack of privacy and typewriter noise, same office; resulting lack of privacy and typewriter noise, thus adversely affect the productivity of the director.thus adversely affect the productivity of the director.

► Management encouraged group decision making, yet Management encouraged group decision making, yet providing no space for more than 6 people to meet at one providing no space for more than 6 people to meet at one time.time.

Total Quality Management Total Quality Management (TQM)(TQM)

► Also called continuous quality improvement.Also called continuous quality improvement.► A combination of a number of organization improvement A combination of a number of organization improvement

techniques and approaches, including the use of quality techniques and approaches, including the use of quality circles, statistical quality control, statistical process control, circles, statistical quality control, statistical process control, self-managed teams and task forces, and extensive use of self-managed teams and task forces, and extensive use of employee participation.employee participation.

► Features that characterize TQM:Features that characterize TQM: Primary emphasis on customers.Primary emphasis on customers. Daily operational use of the concept of internal customers.Daily operational use of the concept of internal customers. An emphasis on measurement using both statistical quality control and An emphasis on measurement using both statistical quality control and

statistical process control techniques.statistical process control techniques. Competitive benchmarking.Competitive benchmarking. Continuous search for sources of defects with a goal of eliminating them Continuous search for sources of defects with a goal of eliminating them

entirely.entirely. Participative management.Participative management. An emphasis on teams and teamwork.An emphasis on teams and teamwork. A major emphasis on continuous learning.A major emphasis on continuous learning. Top management support on an ongoing basis.Top management support on an ongoing basis.

ReengineeringReengineering

► Definition – the fundamental rethinking and radical Definition – the fundamental rethinking and radical redesign of business processes to achieve dramatic redesign of business processes to achieve dramatic improvements in critical, contemporary measures of improvements in critical, contemporary measures of performance, such as cost, quality, service, and performance, such as cost, quality, service, and speed.speed.

► Reengineering focuses on visualizing and Reengineering focuses on visualizing and streamlining any or all business processes in the streamlining any or all business processes in the organization.organization.

► Reengineering seeks to make such processes more Reengineering seeks to make such processes more efficient by combining, eliminating, or restructuring efficient by combining, eliminating, or restructuring activities without regard to present hierarchical or activities without regard to present hierarchical or control procedures.control procedures.

► Reengineering is a top-down process; assumes Reengineering is a top-down process; assumes neither an upward flow of involvement nor that neither an upward flow of involvement nor that consensus decision making.consensus decision making.

Self-Design StrategySelf-Design Strategy

► It is a “learning model” to help organization It is a “learning model” to help organization develop “the build-in capacity to transform develop “the build-in capacity to transform themselves to achieve high performance in today’s themselves to achieve high performance in today’s competitive and changing environment.competitive and changing environment.

► Basic components:Basic components: An educational component consisting of readings, An educational component consisting of readings,

presentations, visits to other companies, and attendance presentations, visits to other companies, and attendance at conferences.at conferences.

Clarification of the values that will guide the design Clarification of the values that will guide the design process.process.

Diagnosis of the current state of the organization using the Diagnosis of the current state of the organization using the values as template.values as template.

Changes are then designed and implemented in an Changes are then designed and implemented in an interactive manner.interactive manner.

Large-Scale Systems Change Large-Scale Systems Change and Organizational and Organizational

TransformationTransformation► Large-scale systems change; mean Large-scale systems change; mean

organizational change that is massive in terms organizational change that is massive in terms of the number of organizational units involved, of the number of organizational units involved, the number of people affected, the number of the number of people affected, the number of organizational subsystems altered, and/or the organizational subsystems altered, and/or the depth of the cultural change involved.depth of the cultural change involved. Example: a major restructuring with objectives Example: a major restructuring with objectives

including a reduction in hierarchical levels from 8 to including a reduction in hierarchical levels from 8 to 4.4.

► Organizational transformation; second-order Organizational transformation; second-order change – requires a multiplicity of change – requires a multiplicity of interventions and takes place over a fairly interventions and takes place over a fairly long period of time (5-year plan).long period of time (5-year plan).

Do’s Of OD InterventionsDo’s Of OD Interventions

Inform in advance of the nature Inform in advance of the nature of of

the intervention and the naturethe intervention and the natureof their involvement.of their involvement.

OD effort has to be connected toOD effort has to be connected toother parts of the organization.other parts of the organization.

DDirected by appropriate irected by appropriate managers.managers.

Based on accurate diagnosis .Based on accurate diagnosis .

Contd….Contd….

►commitment to OD at all stages. commitment to OD at all stages.

►Evaluation is the key to success.Evaluation is the key to success.

►Show employees how the OD effort Show employees how the OD effort relates to the organization's goals relates to the organization's goals and overriding mission. and overriding mission.

► ANY QUESTIONS ANY QUESTIONS PLEASEPLEASE

►