1. OD Interventions Ramakrishna Kongalla,Assistant Professor Rtist @ Tourism

2. OD interventions "Interventions" are principal learning processes in the "action"stage of organization development. are structured activities used individually or in combination toimprove their social or task performance. introduced by a change agent as part of an improvement program "Structured activities" mean such diverse procedures asexperientialexercises,questionnaires, attitudesurveys, interviews, relevant group discussions, and evenlunchtime meetings between the change agent and a member ofthe client organization. Every action that influences an organizations improvementprogram in a change agent-client system relationship can be said tobe an intervention.Rtist @ Tourism 3. There are many possible intervention strategies from which to choose.Several assumptions about the nature and functioning of organizationsare made in the choice of a particular strategy. Beckhard lists six such assumptions: The basic building blocks of an organization are groups (teams). Therefore, the basic units of change are groups, not individuals. An always relevant change goal is the reduction of inappropriate competition between parts of the organization and the development of a more collaborative condition. Decision making in a healthy organization is located where the information sources are, rather than in a particular role or level of hierarchy. Organizations, subunits of organizations, and individuals continuously manage their affairs against goals. Controls are interim measurements, not the basis of managerial strategy. One goal of a healthy organization is to develop generally open communication, mutual trust, and confidence between and across levels. People support what they help create. People affected by a change must be allowed active participation and a sense of ownership in the planning and conduct of the change.Rtist @ Tourism 4. Interventions range from those designed toimprove the effectiveness of individuals throughthose designed to deal with teams andgroups, intergroup relations, and the totalorganization. There are interventions that focus on task issues(what people do), and those that focus on processissues (how people go about doing it). Finally, interventions may be roughly classifiedaccording to which change mechanism they tend toemphasize: for example, feedback, awareness of changing culturalnorms, interaction and communication, conflict, andeducation through either new knowledge or skillpractice.Rtist @ Tourism 5. One of the most difficult tasks confronting the change agent is to helpcreate in the client system a safe climate for learning and change. In afavorable climate, human learning builds on itself and continuesindefinitely during mans lifetime. Out of new behavior, new dilemmas and problems emerge as the spiralcontinues upward to new levels. In an unfavorable climate, incontrast, learning is far less certain, and in an atmosphere ofpsychological threat, it often stops altogether. Unfreezing old ways can be inhibited in organizations because theclimate makes employees feel that it is inappropriate to reveal truefeelings, even though such revelations could be constructive. In an inhibited atmosphere, therefore, necessary feedback is notavailable. Also, trying out new ways may be viewed as risky because itviolates established norms. Such an organization may also be constrained because of the law ofsystems: If one part changes, other parts will become involved.Hence, it is easier to maintain the status quo. Hierarchical authority, specialization, span of control, and othercharacteristics of formal systems also discourage experimentation. Rtist @ Tourism 6. The change agent must address himself to all ofthese hazards and obstacles. Some of the thingswhich will help him are: A real need in the client system to change Genuine support from management Setting a personal example: listening, supportingbehavior A sound background in the behavioral sciences A working knowledge of systems theory A belief in man as a rational, self-educating being fullycapable of learning better ways to do things. A few examples of interventions include teambuilding, coaching, Large Group Interventions,mentoring, performance appraisal, downsizing,TQM, and leadership development. Rtist @ Tourism 7. Major Types of Interventions The field of Organization Development uses avariety ofprocesses, approaches, methods, techniques, applications, etc., (these are often termed"interventions") to address organizationalissues and goals in order to increaseperformance. The following partial list of interventions isorganized generally in the order presented byCummings and Worley in their "OrganizationDevelopmentand Change" (WestPublishing, 1993). Rtist @ Tourism 8. Human Process InterventionsGuiding IndividualsGroup-Based Coaching Conflict ManagementCounseling DialoguingDelegating Group FacilitationLeadingGroup LearningMorale (Boosting)Self-Directed Work TeamsMentoringTeam BuildingMotivating Virtual TeamsRtist @ Tourism 9. Technostructural Interventions Downsizing and OutsourcingOrganizing Tasks, Jobs and RolesOrganizing StaffBusiness Process Re-EngineeringISO9000Total Quality ManagementStrategic Interventions Business PlanningCultural ChangeLarge-Scale InterventionsOrganizational TransformationStrategic Planning Rtist @ Tourism 10. Human Resource Management InterventionsEmployee Performance Management Employee Wellness Programs Establishing Performance Goals Diversity ManagementPerformance Plans Drugs in the WorkplaceObservation and FeedbackEmployee Assistance ProgramsEvaluating PerformanceErgonomics: Safe Facilities in theRewarding Performance WorkplaceRecognizing Performance ProblemsHIV/AIDS in the Workplace("Performance Gaps")Personal WellnessPerformance Improvement / Preventing Violence in the WorkplaceDevelopment Plans Safety in the WorkplaceStaffingSpirituality in the WorkplaceFiring EmployeesEmployee Development Career DevelopmentLeadership Development PlanningManagement Development PlanningPersonal DevelopmentPersonal ProductivityPersonal WellnessSupervisory Development PlanningTraining and DevelopmentRtist @ Tourism 11. most common OD Interventions that companies practice1. Applying criteria to goalshere the leadership establishes objective criteria for theoutputs of the organizations goal-setting processes.Then they hold people accountable not only for statinggoals against those criteria but also for producing thedesired results.Example:Organizations are implementing the concept of BalancedScorecard, X-Matrix etc., to capture the goals of theemployees, which in turn is helpful in their assessmentand mid-term correction of their performance. Rtist @ Tourism 12. 2. Establishing inter-unit task forcesThese groups can cross both functional parts of theorganization (the "silos") as well as employee levels.They are ideally accountable to one person and areappropriately rewarded for completing their assignedtask effectively. Then they disband.Example:Organizations have introduced various schemes forrewarding their employees for their performance, like:- Introducing the concept of Variable pay in as a part ofCTC- Spot Recognition Award- Project bonus, performance bonus etc., Rtist @ Tourism 13. 3. Experimentation with alternative arrangementsToday organizations are subject to "management bybest-seller." The goal in these interventions is to createwhat is being called a "learning organization," one thatperforms experiments on organizational structure andprocesses, analyzes the results, and builds on them.Example:Organizations today are targeting at streamlining theprocess of Learning and Development and encouragingthe culture of Learning in the organizations.- Targeting achieving mandatory man-days of training fortheir employees- Introducing the Competency based practices Rtist @ Tourism 14. 4. Identifying "key communicators"This is to carefully determine who seems to be "in the know"within the organization. These people often do not know thatthey are, in fact, key communicators. This collection ofindividuals is then fed honest information during criticaltimes, one-on-one and confidentially.Example:Defining the process of Organizational Communication policy- Introducing Top down and Bottom up Communicationapproach- Introducing Employee Forums and Suggestion Box optionsfor employee interaction- Identifying Critical employees in the organization andmaking them the Brand Ambassadors of their company Rtist @ Tourism 15. 5. Identifying "Fireable Offenses"This intervention deepens the understanding of andcommitment to the stated values of the organization. Thisfacilitates the work of the Top Management to answerthe critical question, "If were serious about thesevalues, then what might an employee do that would beso affrontive to them that he/she would be fired?"Example:- Publishing and Instilling Values and Beliefs among allemployees- Introducing Policies like Whistle Blowing, SexualHarassment etc.,Rtist @ Tourism 16. 6. In-visioningThis is actually a set of interventions that help to "acculturate"everyone in the organization into an agreed-uponvision, mission, purpose, and values. The interventions mightinclude training, goal setting, organizational survey-feedback, communications planning, etc.7. Team BuildingThis intervention can take many forms.Example:The most common is interviews and other pre-work, followedby a one- to three-day offsite session. During the meeting thegroup diagnoses its function as a unit and plans improvementsin its operating procedures. Rtist @ Tourism 17. 8. Inter-group Problem SolvingThis intervention usually involves working with thetwo groups separately before bringing themtogether. They establish common goals andnegotiate changes in how the groups interface.Example:This is practiced in Product DevelopmentCompanies and most of the IT and ITES Companies.- Focused group discussion are encouraged by themanagement, for generating better ideas andconcepts Rtist @ Tourism 18. 9. Management/leadership trainingMany OD professionals come from a training background. Theyunderstand that organizations cannot succeed long term without well-trained leaders. The OD contribution there can be to ensure that thedevelopment curriculum emphasizes practical, current situations thatneed attention within the organization and to monitor the degree towhich training delivery is sufficiently participative as to promiseadequate transfer of learnings to the job.Example:Most of the organizations today are focusing at LeadershipManagement for their employees. Earlier, this was targeted to the TopManagement alone, but now, organizations are seeing its relevance toinculcate the leadership skills in their middle management and juniormanagement as well.- Business Organization Retreat (BOD) is being the most commonpractice, is a part of this initiative.Rtist @ Tourism 19. 10. Setting up measurement systemsThe total-quality movement emphasizes that allwork is a part of a process and that measurement isessential for process improvement. The ODprofessional is equipped with tools and techniquesto assist leaders and others to create measurementmethods and systems to monitor key successindicators.Example:- The concepts like Six Sigma, TQM etc act asMeasurements tools for the process followed in theorganization. Rtist @ Tourism 20. Rtist @ Tourism 21. Rtist @ Tourism 22. Thank You!!!Ramakrishna Kongallae-mail: artist.ramakrishna@gmail.com Rtist @ Tourism