Organization Process

Approaches

These are the systemwide process

interventions- Change programmes
directed as improving such processes
as organization problem solving,
leadership and task accomplishment
between groups, for a major
subsystem or for an entire
organization.
The Three major interventions are:
Organization confrontation Meeting
Intergroup relations interventions

Organization Confrontation
Meeting
It is an intervention designed to
mobilize the resources of the entire
organization to identify problems, set
priorities and action targets and
begin
working
on
identified
problems. Originally developed by
Beckhard, the intervention can be
used at any time but is particularly
useful
during
the
time
the
organization is under stress.

Application Stages
The Organization Confrontation meeting typically
involves the following steps:
A group meeting is scheduled and held in an
appropriate place. The task is to identify
problems
related
to
organizational
effectiveness.
Heterogeneous
groups
representing
all
departments of an organization are formed.
Group size can vary from five to fifteen
depending on the size of the organization and
available meeting places.

The point is stressed that the groups are to be

open and honest and to work hard at identifying
organizational problems. No one is criticized at
bring up problems in fact the groups would be
judged on their ability to do so. The groups are
given 1-2 hours to identify the problems and the
OD practitioner goes from group to group,
encouraging and facilitating them.
The groups then reconvene in a central meeting
place. Each group reports the problems it has
identified
and sometimes offers solutions.
Because each group hears the reports of all
others, a maximum amount of information is
shared.

Either then or later, the masterlist of

problems
is
broken
down
into
categories.
This
process
avoids
duplication and overlap and allows the
problems to be separated according to
functional or other appropriate areas.
Following
problem
categorization,
participants are divided into problem
solving groups, whose composition may,
and usually does differ from that of the
original problem identification groups.

Each group ranks the problem,

develops a tactical action plan,
and determines an appropriate
time table for completing this
phase of process.
Each group then periodically
reports the teams progress and
further plans of action in the
follow up meetings to the other
group leaders or the top
management.

Intergroup Relations
Interventions
The ability to diagnose and improve intergroup
relations is important for OD practitioners
because:
Groups must work with and through other groups
to accomplish their goals.
Groups within the organizations often create
problems and place demands on each other and
The quality of relationships between groups can
affect the degree of organizational effectiveness.
Two OD interventions-Microcosm groups
and intergroup conflict resolution are
important.

Microcosm Groups
It consists of a small number of
individuals who reflect the issue
being addressed. Eg., a microcosm
group composed of members
representing a spectrum of ethnic
backgrounds, cultures and races can
be created to address diversity
issues in the organization. This
group, assisted by OD practitioners,
can create programs and processes
targeted at specific issues.

 In addition to addressing diversity

problems, such groups have been used to
carry out organizational diagnosis, solve
communication problems, integrate two
cultures, smooth the transition to a new
structure and address dysfunctional
political processes.
Microcosm groups work through parallel
Processes, which are the unconscious
changes that take place in individuals
when they interact in a group or with
people from other groups.

 These groups work on the concept that if a

small and representative group can
intimately understand and solve a complex
organizational problem for themselves,
they are in a good position to recommend
action to address the problem in the larger
system.
Application Stages
Identify an issue: Involves finding a
system-wide problem to be addressed. This
may be a result of an organizational
diagnosis or may be an idea generated by
an organizational member or task force.

 Convene the group: the most important

principle here is that the group membership needs
to reflect the appropriate mix of stakeholders
related to the issue. Following the initial setup, the
group itself becomes responsible for determining
its membership. It will decide whether to add new
members and how to fill vacant positions.
Provide group Training: In group problem
solving and decision making. OD practitioners may
also need to observe and comment on how the
group develops. As the group is the microcosm of
the organization, it will reflect, through its
behaviour and attitudes, the issues and problems
in the larger organization. Recognizing, within the
group, the problem or issue it was formed to
address is the first step towards solving the
problem in the larger system.

Address the issue: Involves solving the problem

and implementing the solutions. OD practitioners
may help the group diagnose, design, implement
and evaluate changes. A key issue is gaining
commitment in the wider organization to
implement the groups solutions. Therefore a
communication plan needs to link group activities
to organization. Moreover group members need to
be visible and accessible to management and
labour and Problem solving processes should
include an appropriate level of participation by
organizational members. Different data collection
methods can be used to gain member input and
to produce ownership of the problem and
solutions.
Dissolve the group: Involves writing a final
report or holding a final meeting.

Intergroup Conflict Resolution

intervention
Designed specifically to help two groups or
departments within an organization resolve
dysfunctional conflicts.
Application stages
A basic strategy for resolving
interdepartmental or intergroup
relationships is to change the perceptions
that the two groups have of each other.
One formal approach to accomplish this
consists of the following procedure:

A consultant external to the two groups

obtains their agreement to work directly on
improving intergroup relationships.
A time is set for the two groups to meetpreferably away from their normal work
situations.
The consultant, together with the
managers oif the two groups, describes the
purpose and objectives of the meeting:to
develop better mutusl relationships,
explore the perceptions the groups have of
each other and formulate plans for
improving the relationship.

The two groups are presented these

questions:
What qualities or attributes best describe
our group?
What qualities or attributes best describe
the other group?
How do we think the other group will
describe us?
The two groups are assigned to separate
rooms and asked to write answers to these
questions.OD consultant facilitates and
works with each group.

After completing their lists the two

groups reconvene. A representative
from each group presents the written
statements. Nobody else is allowed
to speak. Questions to clearly
understand the list are allowed but
justifications, accusations or other
statements are not permitted.
After thouroughly understanding the
responses, groups seperate again.By
this time, a great number of
misperceptions and discrepancies
have been brought to light.

The task of the two groups(facilitated and

observed by the consultant) is to analyse
and review the reasons for the
discrepancies. The emphasis is on solving
the problems and reducing the
misperceptions.
When the two groups have worked on the
discrepancies, as well as the aread of
common agreement, they meet to share
both the identified discrepancies and the
their problem solving approaches to
those discrepancies.Free, open discussion
is encouraged.

The two groups are asked to develop

specific plans of action for solving
specific problems and for improving
their relationships.
Follow up meetings are scheduled to
report on action implemented and
any further problem-identification so
that if necessary, additional action
plans can be formulated.

Large Group
Interventions
Such change programs have been referred to as
Search conferences, Open Space Meetings,
open systems planning, Future searches etc.
They focus on the issues that effect the whole
organization or large segments of it for eg.
Developing new products or services, responding
to environment changes, introducing new
technology or redesigning the organization.The
defining feature of this intervention is the bringing
together of large number of organizational
members and other stakeholders, for a two to four
days meeting or conference.