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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.
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)
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.
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.
GAP
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)
Process
Global
Entry
Start-up
Assessment and Feedback
Organization-wide
Implementation
Action Planning
Evaluation Adoption
Separation
Source: McLean, G. (2006) Organization Development: Principles, Processes, Performance.
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.
Chris Argyris
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.
Who intervene?
Interventions sometimes involve a consultant from outside the organization, But many times management itself intervenes to make organizational changes.
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.
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.
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.
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.
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.
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.
OD interventions
Source: McLean, G. (2006) Organization Development: Principles, Processes, Performance . CA: San Francisco, Berrett-Koehler Publishers.
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.
Source: McLean, G. (2006) Organization Development: Principles, Processes, Performance . CA: San Francisco, Berrett-Koehler Publishers, pp.109-12.
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.
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.
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.
Open space
Knowledge caf
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.
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.