OD INTERVENTIONSLECTURE 7

LECTURE OBJECTIVES

To understand the human process interventions aimed atindividuals, interpersonal relations, and group dynamics

To understand the application and effectiveness ofvarious process interventions in producing change

To understand technostructural interventions

To understand HRM interventions

To understand strategic interventions

TYPES OF INTERVENTIONS I: PROCESS

A SET OF ACTIVITIES ON THE PART OF THE CONSULTANT THAT HELPS INDIVIDUALS AND GROUP MEMBERS UNDERSTAND, DIAGNOSE, AND IMPROVE THEIR BEHAVIORS.

INTERVENTIONS ARE AIMED AT HELPING INDIVIDUALS DEVELOP SKILLS, AND MEMBERS OF GROUPS ASSESS THEIR INTERACTIONS AND DEVISE MORE EFFECTIVE WAYS OF WORKING.

INDIVIDUAL, INTERPERSONAL AND GROUP PROCESS APPROACHES

COACHING

TRAINING AND DEVELOPMENT

PROCESS CONSULTATION

THIRD-PARTY INTERVENTIONS

TEAM BUILDING

PROCESS CONSULTATION

DEFINITIONS AN APPROACH THAT HELPS PEOPLE AND GROUPS

HELP THEMSELVES GROUP PROCESS ISSUES ADDRESSED BY

PROCESS CONSULTATION COMMUNICATIONS THE FUNCTIONAL ROLES OF GROUP MEMBERS GROUP PROBLEM SOLVING AND DECISION

MAKING GROUP NORMS LEADERSHIP AND AUTHORITY

BASIC PROCESS INTERVENTIONS

INDIVIDUAL INTERVENTIONS AIMED AT HELPING PEOPLE BETTER COMMUNICATE

WITH OTHERS

JOHARI WINDOW

GROUP INTERVENTIONS AIMED AT THE PROCESS, CONTENT OR STRUCTURE OF

THE GROUP

JOHARI WINDOW

Unknown to Others Known to Others

Known toSelf

Unknownto Self

HiddenSpot

OpenWindow

UnknownWindow

BlindSpot

IMPROVING COMMUNICATIONS USING THE JOHARI WINDOW

12-8

Unknown to Others Known to Others

Known toSelf

Unknownto Self

OpenWindow

ReduceHidden Areathrough Disclosure toOthers

Reduce Blind Spot through Feedback fromOthers

THIRD PARTY INTERVENTIONS

ACTIVITIES THAT FOCUS ON INTERPERSONAL CONFLICTS WITHIN THE ORGANIZATION

INTERVENTIONS HELP INVOLVED PARTIES INTERACT WITH EACH OTHER DIRECTLY, FACILITATING DIAGNOSIS OF THE CONFLICT AND ITS RESOLUTION

TEAM BUILDING ACTIVITIES

ACTIVITIES RELATED TO ONE OR MORE INDIVIDUALS

ACTIVITIES ORIENTED TO THE GROUPS OPERATIONS AND BEHAVIORS

ACTIVITIES AFFECTING THE GROUPS RELATIONSHIP WITH THE REST OF THE ORGANIZATION

INTERGROUP RELATIONS INTERVENTIONS

THE QUALITY OF GROUP RELATIONSHIPS IN AN ORGANIZATION CAN AFFECT HOW WELL THE ORGANIZATION PERFORMS

TWO MAJOR INTERVENTIONS MICROCOSM GROUPS RESOLVING INTERGROUP CONFLICT

LARGE GROUP INTERVENTIONS

FOCUS ON ISSUES AFFECTING THE WHOLE ORGANIZATION OR LARGE SEGMENTS OF IT, SUCH AS DEVELOPING NEW PRODUCTS OR SERVICES, RESPONDING TO ENVIRONMENTAL CHANGE OR INTRODUCING NEW TECHNOLOGY

VARIOUS CHANGE PROGRAMS FUTURE SEARCH CONFERENCE (WEISBORD) OPEN-SPACE MEETING (OWEN) OPEN SYSTEM PLANNING (BECKHARD)

TYPES OF INTERVENTIONS II: TECHNOSTRUCTURAL

DOWNSIZING

REENGINEERING

EMPLOYEE INVOLVEMENT

WORK DESIGN

DOWNSIZING TACTICS

Tactic Characteristics Examples

Workforce Reduction

Reduces headcount Short-term focus Fosters transition

Attrition Retirement/buyout Layoffs

Organization

Redesign

Changes organization

Medium-term focus Fosters transition &

transformation

Eliminate functions, layers, products

Merge units Redesign tasks

Systemic

Changes culture Long-term focus Fosters

transformation

Change responsibilities

Foster continuous improvement

Downsizing is normal

THE REENGINEERING PROCESS

PREPARE THE ORGANIZATION

SPECIFY THE ORGANIZATIONS STRATEGY AND OBJECTIVES

FUNDAMENTALLY RETHINK THE WAY WORK GETS DONE

IDENTIFY AND ANALYZE CORE BUSINESS PROCESSES DEFINE PERFORMANCE OBJECTIVES DESIGN NEW PROCESSES

RESTRUCTURE THE ORGANIZATION AROUND THE NEW BUSINESS PROCESSES.

CHARACTERISTICS OF REENGINEERED ORGANIZATIONS

WORK UNITS CHANGE FROM FUNCTIONAL DEPARTMENTS TO PROCESS TEAMS

JOBS CHANGE FROM SIMPLE TASKS TO MULTIDIMENSIONAL WORK

PEOPLES ROLES CHANGE FROM CONTROLLED TO EMPOWERED THE FOCUS OF PERFORMANCE MEASURES AND COMPENSATION

SHIFTS FROM ACTIVITIES TO RESULTS.

ORGANIZATION STRUCTURES CHANGE FROM HIERARCHICAL TO FLAT

MANAGERS CHANGE FROM SUPERVISORS TO COACHES; EXECUTIVES CHANGE FROM SCOREKEEPERS TO LEADERS

TYPES OF INTERVENTIONS III: HRM

PERFORMANCE MANAGEMENT

TALENT DEVELOPMENT

MANAGEMENT OF WORKFORCE DIVERSITY

TYPES OF INTERVENTIONS IV: STRATEGIC CHANGE INTERVENTIONS

TRANSFORMATIONAL CHANGE

CONTINUOUS CHANGE SELF DESIGNING ORGANIZATIONS LEARNING ORGANIZATIONS

TRANSORGANIZATIONAL CHANGE STRATEGIC ALLIANCE INTERVENTIONS NETWORK INTERVENTIONS

CHARACTERISTICS OF TRANSFORMATIONAL CHANGE

TRIGGERED BY ENVIRONMENTAL AND INTERNAL DISRUPTIONS

SYSTEMIC AND REVOLUTIONARY CHANGE

NEW ORGANIZING PARADIGM

DRIVEN BY SENIOR EXECUTIVES AND LINE MANAGEMENT

CONTINUOUS LEARNING AND CHANGE

SELF-DESIGNING ORGANIZATIONS

SYSTEMIC CHANGE PROCESS ALTERING MOSTFEATURES OF THE ORGANIZATION

PROCESS IS ONGOING, NEVER FINISHEDCONTINUOUS IMPROVEMENT AND CHANGE

LEARNING AS YOU GOON-SITE INNOVATION NEED SUPPORT OF MULTIPLE STAKEHOLDERS ALL LEVELS OF THE ORGANIZATION ADOPT NEW

STRATEGIES AND CHANGE BEHAVIORS

ORGANIZATION LEARNING & KNOWLEDGE MANAGEMENT

ORGANIZATION LEARNING INTERVENTIONS EMPHASIZE THE STRUCTURES AND SOCIAL PROCESSES THAT ENABLE EMPLOYEES AND TEAMS TO LEARN AND SHARE KNOWLEDGE

KNOWLEDGE LEARNING FOCUSES ON THE TOOLS AND TECHNIQUES THAT ENABLE ORGANIZATIONS TO COLLECT, ORGANIZE, AND TRANSLATE INFORMATION INTO USEFUL KNOWLEDGE

ORGANIZATION LEARNING: AN INTEGRATIVE FRAMEWORK

OrganizationCharacteristicsStructureInformation

SystemsHR PracticesCultureLeadership

OrganizationLearning ProcessesDiscoveryInventionProductionGeneralization

OrganizationKnowledgeTacitExplicit

CompetitiveStrategy

OrganizationPerformance

Knowledge ManagementOrganization Learning

CHARACTERISTICS OF ALEARNING ORGANIZATION

STRUCTURES EMPHASIZE TEAMWORK, INFORMATION SHARING, EMPOWERMENT

INFORMATION SYSTEMS FACILITATE RAPID ACQUISITION AND SHARING OF COMPLEX INFORMATION TO MANAGE KNOWLEDGE FOR COMPETITIVE ADVANTAGE

HUMAN RESOURCES REINFORCE NEW SKILLS AND KNOWLEDGE

ORGANIZATION CULTURE ENCOURAGES INNOVATION LEADERS MODEL OPENNESS AND FREEDOM TO TRY

NEW THINGS WHILE COMMUNICATING A COMPELLING VISION

ORGANIZATION LEARNING PROCESSES

SINGLE LOOP LEARNING MOST COMMON FORM OF LEARNING AIMED AT ADAPTING AND IMPROVING THE STATUS QUO

DOUBLE LOOP LEARNING GENERATIVE LEARNING QUESTIONS AND CHANGES EXISTING ASSUMPTIONS AND

CONDITIONS

DEUTEROLEARNING LEARNING HOW TO LEARN LEARNING HOW TO IMPROVE SINGLE AND DOUBLE LOOP

LEARNING

ORGANIZATION KNOWLEDGE

GENERATING KNOWLEDGE IDENTIFY KNOWLEDGE FOR COMPETITIVE

STRATEGY DEVELOP WAYS TO ACQUIRE OR CREATE THAT

KNOWLEDGE ORGANIZING KNOWLEDGE

PUT KNOWLEDGE INTO A USABLE FORM CODIFICATION AND PERSONALIZATION

DISTRIBUTING KNOWLEDGE MAKING KNOWLEDGE EASY TO ACCESS, USE

& REUSE

ALLIANCE INTERVENTIONS

WHEN TWO ORGANIZATIONS FORMALLY AGREE TO PURSUE A SET OF GOALS

THERE IS SHARING OF RESOURCES, INTELLECTUAL PROPERTY, PEOPLE, CAPITAL, TECHNOLOGY, CAPABILITIES OR PHYSICAL ASSETS

COMMON ALLIANCES ARE LICENSING AGREEMENTS, FRANCHISES, LONG-TERM CONTRACTS, AND JOINT VENTURES

NETWORK INTERVENTIONS

INVOLVES THREE OR MORE COMPANIES JOINED TOGETHER FOR A COMMON PURPOSE

EACH ORGANIZATION IN THE NETWORK HAS GOALS RELATED TO THE NETWORK AS WELL AS THOSE FOCUSED ON SELF-INTEREST

CHARACTERIZED BY TWO TYPES OF CHANGE: CREATING THE INITIAL NETWORK (TRANSORGANIZATIONAL DEVELOPMENT) AND MANAGING CHANGE WITHIN AN ESTABLISHED NETWORK

MANAGING NETWORK CHANGE

CREATE INSTABILITY IN THE NETWORK

MANAGE THE TIPPING POINT THE LAW OF THE FEW STICKINESS THE POWER OF CONTEXT

RELY ON SELF-ORGANIZATION

APPLICATION STAGES FOR TRANSORGANIZATIONAL DEVELOPMENT

Identification Convention Organization Evaluation

Who shouldbelong to the transorganizational System (TS)? Relevant skills,

knowledge, and resources

Key stakeholders

Should a TSbe created? Costs and

benefits Taskperceptions

How to organizefor task

performance? Communication Leadership Policies and

procedures

How is the TSperforming? Performance

outcomes Quality of

interaction Member

satisfaction