OD Interventions

1. Personal & Interpersonal Interventions 2. Team / Group Interventions 3. Intergroup Interventions

1

Personal & Interpersonal Interventions

1. 2. 3. 4. 5. 6. Managerial Grid (Phase 1) Laboratory Training / T-Groups Career Planning Interventions Stress Management Transactional Analysis Johari Window
2

Managerial Grid (Phase 1)

Developed by Blake and Mouton, 1969 Six Phase program over 3 to 5 years Concern for People vs Concern for Production Most effective managers are 9,9 Phase 1 is a seminar to assess individual managerial style, problem solving, critiquing and communication skills are practiced Synergistic teamwork is learned.
3

Laboratory Training / T-Groups

Use the Group as a laboratory for experimenting, learning and discovering cause effect relations in interpersonal communications Objectives:
Insights into managerial & personal style Assess ones impact on others Identify conditions that facilitate or inhibit groups functioning Increase skill in analyzing and coping with change.
4

Career Planning Intervention

Steps in Career Life Planning
Where are you now ?
Career, Professional, Personal and Relationship goals

Where do you want to be ?

List peak experiences Consultant compares both lists, Reality check, Conflicting Goals

Develop a plan for getting there

Action plan with details of milestones and timelines.
5

Stress Management
Characteristics of Managers prone to Stress: Extremely competitive, aggressive, impatient, feel the pressure of time Recent job change Organization has poor climate and little social support When personal values are in conflict with company values
6

Stress Management
Training Programs in stress management
Time management, delegation, self awareness, counseling subordinates, identify stressful situations

Wellness programs
Balanced diet and exercise

Seminars of Job Burnout

Seminars on nature and symptoms and workshops on role clarity and analysis
7

Stress Management
Biofeedback
Physical reaction to stress (brain waves, heart activity, temperature & muscle activity) Control the autonomic nervous system via biofeedback

Transcendental Meditation
Two 20 minute sessions a day

Career Counselling
Either one to one sessions or group sessions
8

Transactional Analysis
Three Ego states
The Parent, our feelings, attitudes & behaviours from our parents (Critical or Nurturing, moral & taught) The Adult, based on objective and rational facts (rational & thought) The Child, feelings and behaviours of childhood
9

Transactional Analysis
Three Transaction types
Complementary or open, appropriate to appropriate Crossed or blocked, return message from inappropriate Ulterior or Hidden, two levels (social & psychological)

Four life positions

I am OK, you are OK, healthy I am OK, you are not OK, mistrust, fault, blame othes I am not OK, you are OK, low self esteem, inadequacy I am not OK, you are not OK, hopelessness, confusion, depression.
10

Johari Window
Proposed by Joe Luft and Harry Ingham Disclosure and Feedback
Known to Self
Open Known to Others

Not Known to self

Blind

Hidden Not Known to Others

Unknown

11

Team / Group Interventions

1. 2. 3. 4. 5. 6. 7. Family Group Diagnostic Meetings Family Group Team Building Meetings Role Negotiation Technique Role Analysis Technique Grid Organizational Development (Phase 2) Process Consultation Self Managed Work Teams
12

Team / Group Interventions

Family Group Diagnostic Meetings
Identify problems Gather data about current performance Bring problems and issues to the surface

Family Group Team-Building Meetings

Follow the Diagnostic methodology Create Themes Develop Action Plans.
13

Team / Group Interventions

Role Negotiation Technique
Contract Setting (create lists for each member)
Things to do more Things to do less Things to do the same

Issue Diagnosis
Create a master list & clarify items that need explanation

Role Negotiation
Decide which items are wanted the most and negotiate it

Written Role Negotiation Agreement

Create written document of agreements & concessions met.
14

Team / Group Interventions

Role Analysis Technique
Role Analysis, self analysis by the incumbent Role incumbents expectations of others Role Expectations listed by others of incumbent, modified till accepted y all Creation of a Role Profile Repeated for each person

Grid Organization Development Program (Phase 2)

Work on team work through analysis of team culture, traditions, and developing skills in planning, setting objectives and problem solving Deal with real problems in the team.
15

Team / Group Interventions

Process Consultation The Process Consultant
observes the group helps them to diagnose the nature and extent of problem help them to solve their own problems

Principles of Process Consultation

Be helpful Be oriented towards the current situation Accept Ignorance All actions can be intervention
16

Team / Group Interventions

Clients own the problems and consultants facilitate the solution Understand the clients perception and motivation Understand when the client is open to suggestion Consultant should be ready to take risks Learn from mistakes and be open with the Client.
17

Team / Group Interventions

Five areas where Process Consultation focuses
Communications Functional Roles of Group Members Problem Solving & Decision Making Group Norms & Growth Leadership & Authority.
18

Team / Group Interventions

Types of Process Consultation Interventions
Agenda sensitization to internal processes Feedback of Data Observation-specific, timely & descriptive Coaching and counselling Structural suggestions-lines of authority, responsibility, allocation of work.
19

Team / Group Interventions

Self Managed Work Teams Features:
Egalitarian culture with absence of status symbols Have a physical site Team size of 5 to 15 members Responsible for making resources available Common vision for team and organization
20

Team / Group Interventions

Partnership among members & management Complementary skills and abilities Free information sharing High individual competency Had good training exposure Have knowledge of the outside environment.
21

Intergroup Interventions

1. 2. 3. 4.

Third Party Consultation Organization Mirror Intergroup Team Building Total Quality Management
22

Intergroup Interventions
Third Party Consultation (use of confrontation)
Develop openness in communication Leveling power Confronting the problems Maintain appropriate levels of tensions.
23

Intergroup Interventions Organizational Mirror

Give work units feedback on how other units view them Identifies key problems Creates Action Plans for improvement.
24

Intergroup Interventions
Intergroup Team Building (Confrontation)
Developed by Robert Blake, Herb Shepard & Jane Mouton, 1964 Role Playing, Consultant intervenes to
Open communication Balance power Shift from hostile to problem solving
25

Intergroup Interventions
Step 1
List of how we see ourselves How do we think they see us How do we see them

Step 2
Present the lists, without argument, with clarification

Step 3
Group meets internally and discusses discrepancies

Step 4
Agree on diagnosis, develop action plans

Step 5
Follow meeting to evaluate progress.
26

Intergroup Interventions
Total Quality Management (TQM) / Continuous Quality Improvement (CQI) / Leadership Through Quality (LTQ) Main Philosophy
Continuous improvement Team work Customer satisfaction
27

Intergroup Interventions
Features of TQM
TQM is organization wide Is supported by the top management An inherent value of the organization Partnership with customers and suppliers
28

Intergroup Interventions

Everyone is a customer Reduction of cycle time Corporate citizenship No one single formula.
29

Intergroup Interventions
David Garvins 8 Components of Quality:
Performance, to be shown by the product/service Features, be able to add on feature Conformance, design & operating characteristics should meet laid down standards Durability, a relatively long life Serviceability, be easily repairable Aesthetic, have a distinctive & appealing design Perceived Quality, customer experiences quality.
30

Comprehensive Interventions
Confrontation Meeting Survey Feedback System Four Management Grid OD contingency Approach Learning Organizations Reengineering

31

Comprehensive Interventions
Confrontation Meetings
Setting up of the Climate Collection of Information Sharing of Information Priority setting and group action planning Action planning Immediate follow up by top team Progress review
32

Comprehensive Interventions
Advantages of Confrontation meetings
Improved operational procedures Better organizational health

Problems
Negative impact of promises not delivered.
33

Comprehensive Interventions

Survey Feedback
Planning of Survey Administering the instrument Analysis of Data Feedback Meetings
34

Comprehensive Interventions
Advantages of Survey Feedback
Strong impact on attitude and perception

Problems
Disturbance in the organization Unrealistic expectations Issues of anonymity Ambiguity of purpose.
35

Comprehensive Interventions
System 4 Management
Likert, 1987, Questionnaire Survey System 1 Exploitative-Authoritative System 2 Benevolent Authoritative System 3 Consultative System 4 Participative / Empowered Organization
36

Comprehensive Interventions
Features of Empowered Organizations:
Belief in action rather than planning Decision making at the lower levels Individual accountability, not strict policies Specific recognition to individual and teams rather than collective.

37

Comprehensive Interventions
Grid OD Program

Phase 3 Intergroup Development Phase 4 Development of Ideal Strategic Model Phase 5 Implementing the Model Phase 6 - Systematic Critique
38

Comprehensive Interventions
Learning Organizations
Attributes:

Learning to disperse power in an orderly basis Systematic understanding of problems Good open communication Voluntary followership of the Leader
39

Comprehensive Interventions
Advantages of learning organization:
Learning is encouraged by top management Individuals responsible & accountable for their own learning Company policies favour learning

Problems:
Cost People moving out.
40

Comprehensive Interventions
Re-engineering / Business Process Reengineering
Steps in BPR
Preparing the organization Identifying the org. strategy and objectives Rethinking the way work gets done Restructure the org. around the new business process.
41