INTERGROUP DEVELOPMENT INTERVENTIONS

CHANGING RELATIONSHIP IN TODAYS ORGANIZATIONS

Managers are concentrating their efforts on shared responsibilities among teams. Organizations create situations of team interdependence where the performance of one group is dependent upon another group. People and groups often fail to cooperative with others and may be in open conflict.

OD INTERVENTIONS

Aim at improving interdepartmental interfaces and intergroup operating problems. Aim at developing effective working methods between teams. OD interventions are plans or programs comprised of specific activities designed to effect change in some facet of an organization.

COLLABORATION AND CONFLICT

An organization, consisting of departments and divisions, requires cooperation to be effective. Differences in objectives, values, efforts, and interests occur between groups. It is evitable that conflict and competition between groups will occur.

The dysfunctional nature of the conflict can be reduced with an emphasis placed on collaboration and cooperation. Interdependence is the mutual dependence between groups. Intergroup interventions.

INTERGROUP OPERATING PROBLEMS

Group conflict depends on: How incompatible the goals are. Extent to which resources are scarce and shared. Degree of interdependence of task activities.

FIGURE 11.1 FACTORS INVOLVED IN CONFLICT

SUB OPTIMIZATION

Sub optimization occurs when group optimizes its own sub goals but loses sight of larger organizational goals. Intergroup competition involves groups with conflicting purposes or objectives.

ROLE CONFLICT AND ROLE AMBIGUITY

Role conflict occurs when individual belongs to 2 or more groups whose goals are in conflict. Role ambiguity exists when individual of group not clear about his/her functions and goals.

COOPERATION VS. COMPETITION

Some managers rationalize that the introduction of competition into their organizations helps make operations lean and mean Members of competitive groups have more self-esteem for their groups than members of noncompetitive groups. The competition produces more task orientation in groups and puts additional pressure on them to work

COOPERATION VS. COMPETITION

In situation where resources are limited and managers are competing for their slice of the monetary pie, it is normal to expect a high degree of competition and political infighting. Group behavior research suggests that cooperation promote productivity in some situations especially when the task is complicated and requires coordination and sharing of information.

COOPERATION VS. COMPETITION

With competitive work groups managers must carefully structure cooperative groups and task of groups should be complicated enough to justify the group effort. The formal reward system and the norms should encourage groups to help others, share information and resources, and work on the task together.

COOPERATION VS. COMPETITION

Edger Schein, an OD practitioner, observes that a competing group sees the best in itself and the worst in the other group. A competing group becomes more cohesive, structured and organized. Schein says, the winning group will be more cohesive, but its self-image of being better than the other will make its members complacent.

COOPERATION VS. COMPETITION

The losing group denies the loss if the situation is ambiguous enough or rationalizes the loss by blaming it on bad luck or unclear rules.

MANAGING CONFLICT

Organizational conflict need to be reduced or eliminated, but it must be managed to enhance individual, group, and organizational effectiveness. High degree of competitive conflict can be damaging whereas a cooperative approach to conflict is more likely to lead to constructive effects.

CONFLICT STYLES Desire to satisfy Self

Low

High High

Obliging

Integrating

Desire to satisfy others

Compromising o Avoiding Dominating Low

INTERGROUP TECHNIQUES

Conflicts in organization is increasing : Influx of women and minorities Popularity of Decentralized structure & matrix organizations

MATRIX ORGANIZATION

These organizations serves two bosses and work in two different directions.  People who are the part of manufacturing organization also part of business organization. They share resources .

LAW OF INTERORGANIZATIONAL CONFLICTS :

Every group or organization is in partial conflict with every other group it deals with. Intergroup conflicts including conflicts between between line and staff between departments ,unions ,management are very common .

DEALING WITH CONFLICTS

Companies recognizing the existence of intergroup conflicts and they are encouraging team spirit by tearing down the walls that isolate departments. People from relevant disciplines such as design, manufacturing marketing get involved in new projects . Products are designed to be more customer oriented rather than to be cost effective.

OD practitioner deals with intergroup conflicts by seeking interventions ,increase interaction ,negotiation ,more frequent communication between groups. OD strategies dealing with intergroup conflicts have several goals.

OD INTERGROUP TECHNIQUES

OD techniques seek to identify areas of commonality and meta goals: Aims to avoid win-lose situations Encourage integration and negotiation . Increase frequency of communication . Frequent contacts between groups reduce degree of conflict .

OD INTERGROUP TECHNIQUES

To reduce conflict between groups :  OD Practitioner examines group to group working relationships . Applying joint problem-solving efforts . Third party consultation . Organization mirror . Intergroup team building .

THIRD PARTY CONSULTATION

Intervention by a third party is a method of increasing communication and initiating intergroup problem-solving.

THIRD PARTY INTERVENTIONS

Confrontation Ensuring Mutual Motivation Achieving a balance in situational power. Coordinating Confrontation Efforts. Developing openness in communication . Maintaining an appropriate level of Tension .

CONFRONTATION

It refers to the process in which the parties directly engage each other and focus on the conflict between them . The goals of intervention includes: Achieving better understanding of issues. Agreeing on a diagnosis. Discovering alternatives Focusing on common and meta-goals .

ENSURING MUTUAL MOTIVATION

Each group needs an incentive to resolve the conflict. Arranging for the organization to offer a reward for participating groups .

ACHIEVING A BALANCE IN SITUATIONAL POWER It is difficult to establish trust ,and maintain open lines of communication . Other work units provide support to the group with less power .

COORDINATING CONFRONTATION EFFORTS

Positive overtures of one group must be coordinated with other groups readiness. Third party needs to encourage motivated group .

DEVELOPING OPENNESS IN COMMUNICATION

In developing openness in communication third party helps in such a way : Establish norms of openness . Provide reassurance and support . Decrease the risks associated with openness .

MAINTAINING AN APPROPRIATE LEVEL OF TENSION .

If threat and tension are too low ,there is little incentive for change . If threat and tension are too high ,the parties may be unable to process information and see alternatives .

ORGANIZATION MIRROR

Designed to improve relationships between teams and increase effectiveness Mean to improve its operating relations with other groups Give work units feedback on how other elements or customers of organization view them

ORGANIZATION MIRROR

Practitioner or third party obtains specific information (e.g.: through questionnaire, interview, etc.) from other organization groups The work team/host group meets to process feedback The outside key people and practitioner discuss the data collected in an inner circle whereas the host group fishbowls The host group can then ask questions for clarification Together the host group and practitioner process data with objective of identifying problems and formulating solutions. Subgroups are formed of host groups and key visitors to design specific improvements The total group hears the summary report from each subgroup, outlines an action plan and makes specific task assignments Follow up meeting

INTERGROUP TEAM BUILDING

(PART 1 OF 2)
Key members of conflicting groups meet to work on issues or interface Meting usually take one or two days Purpose is to reduce misunderstandings, open communication and develop collaboration Intragroup team building before intergroup team building Meeting usually involves following 5 steps: Step 1. Working separately, the two work groups make three lists: How we see ourselves. How we think other group sees us. How we see other group.

INTERGROUP TEAM BUILDING

(PART 2 OF 2)
Step 2. Meeting with other group, person from each group presents their lists. Neither group is permitted to defend itself though it can ask clarifying questions Step 3. Groups meet separately to discuss and react to feedback Step 4. Subgroups formed by mixing members of two groups. Develop action plans and assign responsibilities for action plan Step 5. A follow-up evaluation meeting held

SAMPLE INTERGROUP MEETING LISTING

POWER TO THE PEOPLE WHO

MAKE THE HOGS

HARLEY- DAVIDSON MOTOR CO.

Collaborated in 1903 by William Harley & Andrew Davidson. Owners affectionately call their motorcycles HOGS. Rough times faced bankruptcy in mid 1980s. Now had 11 straight years of sales growth (Profit of around $300 on each vehicle).

POWER TO THE PEOPLE WHO MAKE THE HOGS CONTD

HARLEY- DAVIDSON MOTOR CO.

Strong & dedicated labor. Industry analyst says Company has the best labor relations of any company in the whole country. Was Rated #51 in FORTUNES 100 best companies. Kansas City Plant.

POWER TO THE PEOPLE WHO MAKE THE HOGS CONTD

HARLEY- DAVIDSON MOTOR CO.

23 Elements of Shared Responsibility: Make their schedules and work rules. Train new workers and evaluate fellow workers. Manage the plants budget. Approve plant strategies.

POWER TO THE PEOPLE WHO MAKE THE HOGS CONTD

HARLEY- DAVIDSON MOTOR CO.

THE PLANTS STRUCTURE: Group of 8-15 People. Plant has 4 operating groups that oversees 4 operating divisions i.e. Production, fabrication, paint & assembly. Also includes plant manager, union presidents & elected representative. Physical layout very simple No glass offices, no walls separating them from one another.

POWER TO THE PEOPLE WHO MAKE THE HOGS CONTD

HARLEY- DAVIDSON MOTOR CO.

ENGAGING THE WORKFORCE: Tremendous benefits i.e. financially, psychologically, quality-wise, output wise gained by engaging the workforce "said by Plant Manager. Financial Rewards. Salaries increment as 5 to 10% if short term productions goals are met. Careful Hiring Process 9 page application, aptitude test, panel interview.