OD INTERVENTIONS

LECTURE 7

LECTURE OBJECTIVES
To understand the human process interventions aimed at
individuals, interpersonal relations, and group dynamics
To understand the application and effectiveness of
various process interventions in producing change
To understand technostructural interventions
To understand HRM interventions
To understand strategic interventions

TYPES OF INTERVENTIONS I: PROCESS

A SET OF ACTIVITIES ON THE PART OF THE
CONSULTANT THAT HELPS INDIVIDUALS AND GROUP
MEMBERS UNDERSTAND, DIAGNOSE, AND IMPROVE
THEIR BEHAVIORS.
INTERVENTIONS ARE AIMED AT HELPING INDIVIDUALS
DEVELOP SKILLS, AND MEMBERS OF GROUPS ASSESS
THEIR INTERACTIONS AND DEVISE MORE EFFECTIVE
WAYS OF WORKING.

INDIVIDUAL, INTERPERSONAL AND

GROUP PROCESS APPROACHES
COACHING
TRAINING AND DEVELOPMENT
PROCESS CONSULTATION
THIRD-PARTY INTERVENTIONS
TEAM BUILDING

PROCESS CONSULTATION
DEFINITIONS

AN APPROACH THAT HELPS PEOPLE AND GROUPS

HELP THEMSELVES

GROUP PROCESS ISSUES ADDRESSED BY

PROCESS CONSULTATION

COMMUNICATIONS
THE FUNCTIONAL ROLES OF GROUP MEMBERS
GROUP PROBLEM SOLVING AND DECISION
MAKING
GROUP NORMS
LEADERSHIP AND AUTHORITY

BASIC PROCESS INTERVENTIONS

INDIVIDUAL INTERVENTIONS
AIMED AT HELPING PEOPLE BETTER COMMUNICATE
WITH OTHERS
JOHARI WINDOW

GROUP INTERVENTIONS
AIMED AT THE PROCESS, CONTENT OR STRUCTURE OF
THE GROUP

JOHARI WINDOW
Unknown to Others

Known to Others

Hidden
Spot

Open
Window

Known to
Self

Unknown
Window

Blind
Spot

Unknown
to Self

IMPROVING COMMUNICATIONS
USING THE JOHARI WINDOW
Unknown to Others
Reduce
Hidden Area
through
Disclosure to
Others

Known to Others

Open
Window

Reduce Blind Spot

through Feedback from
Others

Known to
Self

Unknown
to Self
12-8

THIRD PARTY INTERVENTIONS

ACTIVITIES THAT FOCUS ON INTERPERSONAL
CONFLICTS WITHIN THE ORGANIZATION
INTERVENTIONS HELP INVOLVED PARTIES INTERACT
WITH EACH OTHER DIRECTLY, FACILITATING
DIAGNOSIS OF THE CONFLICT AND ITS
RESOLUTION

TEAM BUILDING ACTIVITIES

ACTIVITIES RELATED TO ONE OR MORE INDIVIDUALS
ACTIVITIES ORIENTED TO THE GROUPS OPERATIONS
AND BEHAVIORS
ACTIVITIES AFFECTING THE GROUPS RELATIONSHIP
WITH THE REST OF THE ORGANIZATION

INTERGROUP RELATIONS
INTERVENTIONS
THE QUALITY OF GROUP RELATIONSHIPS IN AN
ORGANIZATION CAN AFFECT HOW WELL THE
ORGANIZATION PERFORMS
TWO MAJOR INTERVENTIONS
MICROCOSM GROUPS
RESOLVING INTERGROUP CONFLICT

LARGE GROUP INTERVENTIONS

FOCUS ON ISSUES AFFECTING THE WHOLE
ORGANIZATION OR LARGE SEGMENTS OF IT, SUCH
AS DEVELOPING NEW PRODUCTS OR SERVICES,
RESPONDING TO ENVIRONMENTAL CHANGE OR
INTRODUCING NEW TECHNOLOGY
VARIOUS CHANGE PROGRAMS
FUTURE SEARCH CONFERENCE (WEISBORD)
OPEN-SPACE MEETING (OWEN)
OPEN SYSTEM PLANNING (BECKHARD)

TYPES OF INTERVENTIONS II:

TECHNOSTRUCTURAL
DOWNSIZING
REENGINEERING
EMPLOYEE INVOLVEMENT
WORK DESIGN

DOWNSIZING TACTICS
Tactic
Workforce
Reduction

Characteristics
Reduces headcount
Short-term focus
Fosters transition

Attrition
Retirement/buyout
Layoffs

Changes

Eliminate functions,

Organization
organization
Redesign Medium-term focus
Fosters transition &
transformation

Systemic

Examples

Changes culture
Long-term focus
Fosters

transformation

layers, products
Merge units
Redesign tasks
Change

responsibilities
Foster continuous
improvement
Downsizing is normal

THE REENGINEERING PROCESS

PREPARE THE ORGANIZATION
SPECIFY THE ORGANIZATIONS STRATEGY AND
OBJECTIVES
FUNDAMENTALLY RETHINK THE WAY WORK GETS
DONE
IDENTIFY AND ANALYZE CORE BUSINESS PROCESSES
DEFINE PERFORMANCE OBJECTIVES
DESIGN NEW PROCESSES

RESTRUCTURE THE ORGANIZATION AROUND THE

NEW BUSINESS PROCESSES.

CHARACTERISTICS OF
REENGINEERED ORGANIZATIONS
WORK UNITS CHANGE FROM FUNCTIONAL DEPARTMENTS TO
PROCESS TEAMS
JOBS CHANGE FROM SIMPLE TASKS TO MULTIDIMENSIONAL
WORK
PEOPLES ROLES CHANGE FROM CONTROLLED TO EMPOWERED
THE FOCUS OF PERFORMANCE MEASURES AND COMPENSATION
SHIFTS FROM ACTIVITIES TO RESULTS.
ORGANIZATION STRUCTURES CHANGE FROM HIERARCHICAL TO
FLAT
MANAGERS CHANGE FROM SUPERVISORS TO COACHES;
EXECUTIVES CHANGE FROM SCOREKEEPERS TO LEADERS

TYPES OF INTERVENTIONS III: HRM

PERFORMANCE MANAGEMENT
TALENT DEVELOPMENT
MANAGEMENT OF WORKFORCE DIVERSITY

TYPES OF INTERVENTIONS IV:

STRATEGIC CHANGE INTERVENTIONS
TRANSFORMATIONAL CHANGE
CONTINUOUS CHANGE
SELF DESIGNING ORGANIZATIONS
LEARNING ORGANIZATIONS

TRANSORGANIZATIONAL CHANGE
STRATEGIC ALLIANCE INTERVENTIONS
NETWORK INTERVENTIONS

CHARACTERISTICS OF
TRANSFORMATIONAL CHANGE
TRIGGERED BY ENVIRONMENTAL AND INTERNAL
DISRUPTIONS
SYSTEMIC AND REVOLUTIONARY CHANGE
NEW ORGANIZING PARADIGM
DRIVEN BY SENIOR EXECUTIVES AND LINE MANAGEMENT
CONTINUOUS LEARNING AND CHANGE

SELF-DESIGNING ORGANIZATIONS
SYSTEMIC CHANGE PROCESS ALTERING MOST
FEATURES OF THE ORGANIZATION
PROCESS IS ONGOING, NEVER FINISHED
CONTINUOUS IMPROVEMENT AND CHANGE
LEARNING AS YOU GOON-SITE INNOVATION
NEED SUPPORT OF MULTIPLE STAKEHOLDERS
ALL LEVELS OF THE ORGANIZATION ADOPT NEW
STRATEGIES AND CHANGE BEHAVIORS

ORGANIZATION LEARNING &

KNOWLEDGE MANAGEMENT
ORGANIZATION LEARNING INTERVENTIONS
EMPHASIZE THE STRUCTURES AND SOCIAL
PROCESSES THAT ENABLE EMPLOYEES AND TEAMS
TO LEARN AND SHARE KNOWLEDGE
KNOWLEDGE LEARNING FOCUSES ON THE TOOLS
AND TECHNIQUES THAT ENABLE ORGANIZATIONS
TO COLLECT, ORGANIZE, AND TRANSLATE
INFORMATION INTO USEFUL KNOWLEDGE

ORGANIZATION LEARNING:
AN INTEGRATIVE FRAMEWORK
Organization Learning

Knowledge Management

Competitive
Strategy

Organization
Characteristics

Organization
Learning Processes

Organization
Knowledge

Structure
Information
Systems
HR Practices
Culture
Leadership

Discovery
Invention
Production
Generalization

Tacit
Explicit

Organization
Performance

CHARACTERISTICS OF A
LEARNING ORGANIZATION
STRUCTURES EMPHASIZE TEAMWORK, INFORMATION
SHARING, EMPOWERMENT
INFORMATION SYSTEMS FACILITATE RAPID
ACQUISITION AND SHARING OF COMPLEX
INFORMATION TO MANAGE KNOWLEDGE FOR
COMPETITIVE ADVANTAGE
HUMAN RESOURCES REINFORCE NEW SKILLS AND
KNOWLEDGE
ORGANIZATION CULTURE ENCOURAGES INNOVATION
LEADERS MODEL OPENNESS AND FREEDOM TO TRY
NEW THINGS WHILE COMMUNICATING A COMPELLING
VISION

ORGANIZATION LEARNING PROCESSES

SINGLE LOOP LEARNING
MOST COMMON FORM OF LEARNING
AIMED AT ADAPTING AND IMPROVING THE STATUS QUO

DOUBLE LOOP LEARNING

GENERATIVE LEARNING
QUESTIONS AND CHANGES EXISTING ASSUMPTIONS AND
CONDITIONS

DEUTEROLEARNING

LEARNING HOW TO LEARN

LEARNING HOW TO IMPROVE SINGLE AND DOUBLE LOOP
LEARNING

ORGANIZATION KNOWLEDGE
GENERATING KNOWLEDGE

IDENTIFY KNOWLEDGE FOR COMPETITIVE

STRATEGY
DEVELOP WAYS TO ACQUIRE OR CREATE THAT
KNOWLEDGE

ORGANIZING KNOWLEDGE

PUT KNOWLEDGE INTO A USABLE FORM

CODIFICATION AND PERSONALIZATION

DISTRIBUTING KNOWLEDGE

MAKING KNOWLEDGE EASY TO ACCESS, USE

& REUSE

ALLIANCE INTERVENTIONS
WHEN TWO ORGANIZATIONS FORMALLY AGREE TO
PURSUE A SET OF GOALS
THERE IS SHARING OF RESOURCES, INTELLECTUAL
PROPERTY, PEOPLE, CAPITAL, TECHNOLOGY,
CAPABILITIES OR PHYSICAL ASSETS
COMMON ALLIANCES ARE LICENSING AGREEMENTS,
FRANCHISES, LONG-TERM CONTRACTS, AND JOINT
VENTURES

NETWORK INTERVENTIONS
INVOLVES THREE OR MORE COMPANIES JOINED
TOGETHER FOR A COMMON PURPOSE
EACH ORGANIZATION IN THE NETWORK HAS GOALS
RELATED TO THE NETWORK AS WELL AS THOSE FOCUSED
ON SELF-INTEREST
CHARACTERIZED BY TWO TYPES OF CHANGE: CREATING
THE INITIAL NETWORK (TRANSORGANIZATIONAL
DEVELOPMENT) AND MANAGING CHANGE WITHIN AN
ESTABLISHED NETWORK

MANAGING NETWORK CHANGE

CREATE INSTABILITY IN THE NETWORK

MANAGE THE TIPPING POINT
THE LAW OF THE FEW
STICKINESS
THE POWER OF CONTEXT

RELY ON SELF-ORGANIZATION

APPLICATION STAGES FOR

TRANSORGANIZATIONAL DEVELOPMENT
Identification

Convention

Who should
belong to the
transorganizational
System (TS)?
Relevant skills,
knowledge,
and resources
Key stakeholders

Should a TS
be created?
Costs and
benefits
Task
perceptions

Organization
How to organize
for task
performance?
Communication
Leadership
Policies and
procedures

Evaluation
How is the TS
performing?
Performance
outcomes
Quality of
interaction
Member
satisfaction