6.Od Interventions
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Transcript of 6.Od Interventions
OD INTERVENTIONS
The role of OD practitioners
What are interventions?
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.
Deciding on appropriate OD initiatives
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.
Diagnosis and Intervention for OD
Organization Vision,
Mission, Strategies
GAP
Strategy for
change
Intervention
Plan
............
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)
Environment
Organization or
Sub-organization
IndividualTeam
Process
Global
EntryStart-up
AssessmentOrganization-wide
and FeedbackCommunity and
ActionImplementationNational
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
The founder of intervention theory
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.
Argyris, C. (1970) Intervention theory and method. Reading, MA: Addison-Wesley.
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.
Case study: Euro Disney
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.
Aside from specific techniques
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.
OD practitioner and 4 sets of attribute
1. 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.
OD practitioner and 4 sets of attribute
2. 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.
OD practitioner and 4 sets of attribute
3. 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.
OD practitioner and 4 sets of attribute
4. 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 practitionersODinterventions Individual level
Team/Group
Process
Global
Organization-wide
Community and National
Individual interventions
Laboratory Training Multirater (360-Degree)
Group (T-Groups)Feedback
Coaching Job Design
Mentoring Job Descriptions
Self-Awareness Tools Responsibility Charting
Reflection Policies Manual
Training, Education and Values Clarification and
DevelopmentValue Integration
Leadership Development Conflict Management
Action Learning
Source: McLean, G. (2006) Organization Development: Principles, Processes, Performance. CA: San Francisco, Berrett-Koehler Publishers, pp.109-12.
Team/ Work Group interventions
Dialogue Sessions Conflict Management/
Team BuildingConfrontation Meeting
Team Development/ Fishbowls
Effectiveness Strategic Alignment
Meeting FacilitationAssessment
Process interventions
Six Sigma
Continuous Process Improvement/TQM
Process Reengineering
Benchmarking
Sociotechnical Systems (STS)
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
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.
Appreciative inquiry
COPs
Open spaceKnowledge caf
Knowing Consultants is important
It is also important to recognize that
consultant 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.