hr_ppt_by_dipa_1_979

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Third Party Peacemaking Third Party Peacemaking

Intervention & Intergroup Intervention & Intergroup Intervention Intervention

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O rganisation Development O rganisation Development �� OD is an application of behavioralOD is an application of behavioral

science to organizational change. Itscience to organizational change. It

encompasses a wide array of theories,encompasses a wide array of theories,processes, and activities, all of whichprocesses, and activities, all of which

are oriented toward the goal of are oriented toward the goal of

improving individual organizations.improving individual organizations.

improving organizational performanceimproving organizational performancethrough proactive activities andthrough proactive activities and

techniques.techniques.

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R ole of Interventions in R ole of Interventions in

O rganisation·s Development O rganisation·s Development

�� OD interventions are plans or programsOD interventions are plans or programs

comprised of specific activitiescomprised of specific activitiesdesigned to effect change in some facetdesigned to effect change in some facet

of an organization.of an organization.

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Do·s O f O D Interventions Do·s O f O D Interventions Inform in advance of the nature of Inform in advance of the nature of

the intervention and the naturethe intervention and the nature

of their involvement.of their involvement.

OD effort has to be connected toOD effort has to be connected to

other parts of the organization.other parts of the organization.

DDirected by appropriate managers.irected by appropriate managers.

Based on accurate diagnosis .Based on accurate diagnosis .

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Continued..C

ontinued..�� commitment to OD at all stages.commitment to OD at all stages.

�� Evaluation is the key to success.Evaluation is the key to success.

�� Show employees how the OD effortShow employees how the OD effort

relates to the organization's goals andrelates to the organization's goals and

overriding mission.overriding mission.

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Issues involved in Intervention Issues involved in Intervention �� CultureCulture

�� Power AsymmetriesPower Asymmetries

�� ThirdThird--Party BiasParty Bias

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Intergroup & Interpersonal relations Intergroup & Interpersonal relations

Intergroup Team

Building

Third Party

Peacemaking

Organization Mirror Partnering

4 MAJOR 4 MAJOR

INTERVENTIONSINTERVENTIONS

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Third Party Peace Making Third Party Peace Making

�� Intermediaries (or "third parties") are people,Intermediaries (or "third parties") are people,

organizations, or nations who enter a conflictorganizations, or nations who enter a conflictto try to help the parties deto try to help the parties de--escalate or escalate or

resolve it.resolve it.

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WAL T ON ·S A PP ROACH T O WAL T ON ·S A PP ROACH T O

T H I R D P AR TY PE AC EM AK I NG T H I R D P AR TY PE AC EM AK I NG

�� Walton has presented a statement of Walton has presented a statement of

theory and practice for thirdtheory and practice for third--party peaceparty peacemaking interventions that is important inmaking interventions that is important in

its own right and important for its role inits own right and important for its role in

organization development.organization development.

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WAL T ON ·S M O DE L IS B A SED WAL T ON ·S M O DE L IS B A SED

ON F OUR E L EME N TS ON F OUR E L EME N TS The conflict issues.The conflict issues.

Precipitating circumstances.Precipitating circumstances.

Conflict relevant acts.Conflict relevant acts.

The consequences of the conflict.The consequences of the conflict.

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S OURC ES O F CON F L I C T S OURC ES O F CON F L I C T

Substantative issues.Substantative issues.

Emotional issues.Emotional issues.

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WAL T ON ·S HA S OU T L I N ED T H E WAL T ON ·S HA S OU T L I N ED T H E

I NGR EDIE N TS O F A P RO D UC TIVE I NGR EDIE N TS O F A P RO D UC TIVE CON F RON T A TI ON CON F RON T A TI ON

Mutual positive motivation.Mutual positive motivation.

Balance of power.Balance of power.

Synchronization of confrontation efforts.Synchronization of confrontation efforts.

Differentiation and integration of Differentiation and integration of different phases of the interventiondifferent phases of the intervention

must be well pacedmust be well paced.. Conditions that promote opennessConditions that promote openness

should be created.should be created.

Reliable communicative signals.Reliable communicative signals.

Optimum tension in the situationOptimum tension in the situation ..

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ORGAN IZ A TI ON MI RROR ORGAN IZ A TI ON MI RROR

I N TE R VE N TI ON I N TE R VE N TI ON It is a technique designed to work unitsIt is a technique designed to work units

feedback on how other elements of feedback on how other elements of

organization view them.organization view them.

Designed to improve relationshipsDesigned to improve relationships

between teams.between teams.

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PARTNERINGPARTNERING�� Partnering is a variation of teamPartnering is a variation of team

building,inter building,inter--group teambuilding andgroup teambuilding and

strategic planning having thestrategic planning having theobjective of forming ¶an effectiveobjective of forming ¶an effective

problemproblem--solving management teamsolving management team

composed of personnel from bothcomposed of personnel from both

parties,thus creating a single cultureparties,thus creating a single culturewith one set of goals and objectiveswith one set of goals and objectives

for the project.for the project.

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I N TE RGROU P TE A M I N TE RGROU P TE A M

B U I L DI NG I N TE R VE N TI ON S B U I L DI NG I N TE R VE N TI ON S �� Activities developed by Blake, ShepardActivities developed by Blake, Shepard

and mouton.and mouton.

�� Modified version by Fordyce and weil.Modified version by Fordyce and weil.

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Intervention given by Blake, Shepard Intervention given by Blake, Shepard

and Mouton and Mouton �� Step1Step1 ² ² meeting of leaders and themeeting of leaders and the

consultant.consultant.

�� StepStep--22 preperation of two lists by eachpreperation of two lists by each

group.group.

�� StepStep--33 sharing of information on thesharing of information on thelists.lists.

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C ontinued..C ontinued..�� StepStep--44 meeting of each group in sepratemeeting of each group in seprate

meeting room.meeting room.

�� StepStep--55 Groups come together and setGroups come together and set

the priorities and action.the priorities and action.

�� StepStep--66 Evaluation of the actions byEvaluation of the actions byleaders.leaders.

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Modified version by Flake and W eil Modified version by Flake and W eil �� StepStep--11

�� Group AGroup A

Group BGroup B�� Positive feedbackPositive feedback

�� DislikesDislikes

�� Empathy listEmpathy list

�� StepStep--22

�� Spokeperson of each group readSpokeperson of each group readtheir list.their list.

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C ontinued..C ontinued..

�� StepStep--33

�� Ranking of major problems andRanking of major problems andissues.issues.

��

�� StepStep--44

�� Subgroups are formed.Subgroups are formed.

��

�� StepStep--55

�� Preperation of list of action steps.Preperation of list of action steps.

��

�� StepStep--66

�� Implementation of the actions.Implementation of the actions.

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Practical Example Practical Example

�� By the late 1960s, Tarrytown hadBy the late 1960s, Tarrytown hadearned a reputation as one the leastearned a reputation as one the leastproductive plants in the company. Labor productive plants in the company. Labor

relations and quality were at an allrelations and quality were at an all--timetimelow, and absenteeism was rampant,low, and absenteeism was rampant,when GM finally decided to take action.when GM finally decided to take action.

�� Thus, in the early 1970s, GM initiated aThus, in the early 1970s, GM initiated aqualityquality--of of--workwork--life (QWL) program, anlife (QWL) program, an

OD program that integrates severalOD program that integrates severaltypes of interventions. The goal of QWLstypes of interventions. The goal of QWLsis to improve organizational efficiencyis to improve organizational efficiencythrough employee wellthrough employee well--being andbeing and

participative decisionparticipative decision--making.making.

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Continued..Continued..

�� In 1973, the union leaders signed a "letter In 1973, the union leaders signed a "letter

of agreement" with management in whichof agreement" with management in which

both groups agreed to commit themselvesboth groups agreed to commit themselves

to exploring specific OD initiatives thatto exploring specific OD initiatives thatcould improve the plant. The plant hired ancould improve the plant. The plant hired an

outside consultant to oversee the changeoutside consultant to oversee the change

process. The initial research stageprocess. The initial research stage

included a series of problemincluded a series of problem--solvingsolvingtraining sessions, during which 34 workerstraining sessions, during which 34 workers

from two shifts would meet for eight hoursfrom two shifts would meet for eight hours

on Saturdays. Those meetings succeededon Saturdays. Those meetings succeeded

in helping plant managers to improvein helping plant managers to improve

productivity.productivity.

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Thank You Thank You

hr_ppt_by_dipa_1_979

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