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INTERVENTION STRATEGIES FOR

ORGANISATION DEVELOPMENT -
INDIVIDUAL, GROUP &
INTERPERSONAL INTERVENTIONS

Facilitator and Course Coordinator:

Vinayshil Gautam PhD, FRAS(London)
(Founder Director IIM K; Leader Consulting Team IIM S)
A Al_Sager Chair Professor and First Head,
Management Department, IIT D
Chairman, DKIF

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INTERVENTIONS
WHEN INTERVENTIONS ARE REQUIRED?
Technology assessment and diversification

Continual changes

Organization failing to perform well for a long time

Change in top management team

Attrition of key persons

In a nut shell interventions are required when

some goals are not being met and when there are
some unwanted symptoms.
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INTERVENTIONS
– Specific activities that result from the process of
diagnosis and feedback

– Is any event directed towar+ds improving

organisational effectiveness that disrupts an
organisation’s normal way of operating

– It sometimes involve consultant from outside the

organisation

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INTERVENTIONS

 Chris Argyris - “To intervene is to enter into an

ongoing system of relationship to come
between or among persons, groups or objects
for the purpose of helping them”

 Requirement for successful interventions

(a) Intervenor must have valid and useful
informations
(b) Free Choice
(c) Internal Commitment

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INTERVENTIONS
WHAT INTERVENTIONS IS SUPPOSED TO DO ?

 Interventions aims at fulfilling organisational

goals relating to the three dimensions of
organisational effectiveness

a) Task dimensions
b) Behavioral dimensions
c) Adaptation capabilities

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INTERVENTIONS
Attributes that the OD Practitioner introduces into
the organisational setting:-

 Set of Values

 Set of Assumptions

 Personal and Organisational Goals

 Variety of Structures, Activities and Techniques

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CLASSIFYING INTERVENTIONS
BASED ON ORGANISATIONAL UNIT OF ANALYSIS AND SYSTEM
VARIABLE

o INDIVIDUAL INTERVENTIONS

o INTERPERSONAL INTERVENTIONS

o GROUP INTERVENTIONS

o INTER-GROUP INTERVENTIONS

o ORGANISING INTERVENTIONS
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INTERVENTIONS DISCUSSED HERE
o JOHARI WINDOW

o MYERS- BRIGGS TYPE INDICATORS

o TRANSACATIONAL ANALYSIS

o MANAGERIAL GRID

o THIRD PARTY INTERVENTION

o SURVEY FEEDBACK

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INTERVENTIONS DISCUSSED HERE

o QUALITY CRICLES

o SMALL GROUP ACTIVITY

METHOD

o SIX SIGMA TASK FORCE

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 Designed by Joe Luft and Harry Ingramin

1961.

 Addresses evolution of workgroup.

 Stresses the criticality of open and honest

communication.
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JOHARI WINDOW

UNKNOWN BY
KNOWN BY SELF
SELF

KNOWN BY
A B
ARENA BLIND
OTHERS

UNKNOWN BY
C D
CLOSED DARK
OTHERS

SOURCE: UNDERSTANDING ORGANISATIONAL BEHAVIOUR BY UDAI PAREEK, OXFORD

UNIVERSITY PRESS, FIRST ED.

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 JOHARI WINDOW is used to describe the

evolution of a work group. When people first
meet, their public area or arena is small and
closed areas are large. Over time, however,
more and more information moves from the
closed area to arena.
 This tool is often used in Group Relations
Workshops designed to help people
understand how unconscious material-that is
material from Dark area/unknown area-affects
their effectiveness on the job.
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MBTI
 Focus on the personal styles of individual workers

 Acc to the theory, behavior is affected by the way a

person takes in processes & reacts to the information

available.

 MBTI rates individuals on 8 dimensions

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MBTI

SOURCES OF ENERGY:
 EXTRAVERSION(E) VS INTRAVERSION(I)

COLLECTING INFORMATION:
SENSING(S) VS INTUITING(N)

DECISION MAKING:
THINKING(T) VS FEELING(F)

UNDERSTANDING THE WORLD:

 JUDGING(J) VS PERCEIVING(P)

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 MANAGERIAL STYLES ACCORDING TO

MBTI.

ESTP ISTP ENTP INTP

ESFP ISFP ENFP INFP
ESTJ ISTJ ENTJ INTJ
ESFJ ISFJ ENFJ INFJ
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 MBTI can be used to

determine the fitness Occupational Personality
of a person for a No Groups Preferred Mode Types

particular job Physical,

Mechanics, requiring
 Holland(1985) 1 Operators strength Realsitic

proposed a
‘personality-job fit’
theory which makes Teachers,
Helping and
developing
a case for job specific 2 Counselors people Social

personality types.
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TRANSACTIONAL ANALYSIS

 Seeks to change the organisational culture by

increasing people’s awareness of their
interpersonal interactions.

 Four kinds of Analysis

1.Structural analysis
2.Transactional analysis
3.Game analysis
4.Script analysis
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TRANSACTIONAL ANALYSIS
 Three ego states : Parent, Adult and Child

 Complimentary and crossed transactions

Person A Person B

Parent Parent

Adult Adult

Child Child
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TRANSACTIONAL ANALYSIS
 Ulterior transactions : Games people play
Psychological positions in organisations

I’m OK, I’m not OK,

You’re OK You’re OK

I’m OK, I’m not OK,

You’re not OK You’re not OK

 Script analysis
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 System-OD intervention focuses on

dimensions of managerial effectiveness

 Uses a variety of specially designed diagnostic

instruments that enable individuals and

groups to study their own behaviour and

identify areas that need improvement

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GRID ORGANISATION DEVELOPMENT
Managerial grid / Leadership grid
High
9
Country club Team
8
Concern for People

5 Middle road
4

2
Impoverished Task
Low

1
0 1 2 3 4 5 6 7 8 9

Concern for Results

Low High
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GRID ORGANISATION DEVELOPMENT
 Implementing Grid organisation development

 Phases
1.The Grid seminar
2.Teamwork development
3.Intergroup development
4.Designing Ideal strategic model
5.Implementing Ideal strategic model
6.Systematic critique
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GROUP INTERVENTIONS

THIRD PARTY INTERVENTIONS

 WHEN TWO GROUPS ARE ENGAGED IN A
CONFLICT AND A THIRD PARTY STEPS IN TO
FACILITATE A POSITIVE DISCUSSION

 THREE BASIC COMPONENTS OF THIRD PARTY

INTERVENTION :

1. CONFRONTATION : CONFRONT THE CONFLICT

2. DIAGNOSIS : SUBSTANTIVE AND EMOTIONAL

ISSUES

3. RESOLUTION : IDENTIFY THE COMMONALITIES

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Behaviour Behaviour

Triggering
Triggering event
events
Issues
Issues Consequences Consequences

Episode 1 Episode2

Source : Walton, 1987

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ELEMENTS OF DIAGNOSTIC ACTION OBJECTIVES

CONFLICT OBJECTIVES

ISSUES IDENTIFY BASIC ISSUES : RESOLVE THROUGH

DIFFERENTIATE BETWEEN COMPROMISE ON
RESOLVABLE AND SUBSTANTATIVE ISSUES AND
UNRESOLVABLE WORKING THROUGH
EMOTIONAL ISSUES

TRIGGERS IDENTIFY BARRIERS TO AVOID TRIGGERING NEW

CONFLICT AND EVENTS THAT EPISODE
TRIGGER CONFLICT

TACTICS OR RESOLUTION UNDERSTAND HOW LIMIT DESTRUCTIVE TACTICS

INITIATIVES CHARACTERISTIC CONFLICT AND ENCOURAGE
BEHAVIOURS CAN GENERATE CONSTRUCTIVE INITIATIVES
ADDITIONAL ISSUES

CONSEQUENCES UNDERSTAND THE FEELINGS ASSIST PRINCIPALS TO COPE

GENERATED BY EPISODES OF MORE CONSTRUCTIVELY WITH
CONFLICT, HOW THEY ARE FEELINGS AND OTHER
COPED WITH, AND WHETHER CONSEQUENCES OF CONFLICT.
THEY WILL FUEL ANOTHER
EPISODE
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ORGANISATION-WIDE INTERVENTION
SURVEY FEEDBACK
PROCESS COMPRISES OF :
1. ORGANISATION MEMBERS COMPLETE
QUESTIONNAIRES ON VARIOUS ORGANISATIONAL
ISSUES
2. RECEIVE FEEDBACK ON RESULTS

3. TAKE APPROPRIATE ACTION TO ADDRESS

CRITICAL NEEDS AND CONCERNS
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SURVEY FEEDBACK IS A FOUR-PHASE

PROCESS
1. DEVELOPING A SURVEY INSTRUMENT

2. ADMINISTERING THE SURVEY

3. SUMMARISING AND ANALYSING THE

RESULTS
4. FEEDING BACK THE RESULTS AND
CREATING ACTION PLANS
THE WHOLE PROCESS IS CYCLICAL
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Phase I Phase II
Survey Development Data Collection

Phase IV Phase III

Feedback Summary
Action Planning Analysis of Results

Implement action plans

Source : Smither, Houston, McIntire

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 What is a Group ?

 Importance of work groups & team in

bringing about organisational change.

 Group Interventions are frequently directed

toward process by which decisions are made.

 Group Interventions Techniques

Quality Circle
Small Group Activity
Six Sigma Task Force
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GROUP INTERVENTIONS
QUALITY CIRCLE ( QC )

 Small groups of employees that meet

regularly to discuss solutions to problems that
arise in the workplace.

 Supervisor Nominated to coordinate the

meeting.
 Problems are identified by Brainstorming.
 Problems are prioritized.
 Information is collected & ideas are
generated.
 Solution is put forwarded to the
management.
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GROUP INTERVENTIONS
Problem Solving by QC

 Primary Activity : Problem

Solving

 Brainstorming

 Nature of the Problem: To

analyze the problem, Seven
Quality Control Tools are
used.

 Factors contributing to the

problem
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GROUP INTERVENTIONS
SMALL GROUP ACTIVITY METHOD

 Why a Non-Lecture Approach?

 We learn by doing.
 Basic Structure
Small Group Tasks : The idea is to work together,
not to compete.
Report-Back : Report back to the workshop
as a whole how his or her
group tackled the particular
problem.
Summary : The trainer highlights the key
points.
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Three Basic Learning Exchanges

Worker to Worker : It allowing people to learn from

each other by solving problems
in their small groups.
Worker to Trainer : SGAM allows us to listen to
those we are training, we get to
learn more and more about the
realities people face.
Trainer to Worker : This is the traditional learning
procedure of school.
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SIX SIGMA TASK FORCE

 What is Six Sigma ?

The Six Sigma Methodologies are a business
philosophy & initiative that enable world class
quality & continuous improvements to achieve
the highest level of customer satisfaction.
 Six Sigma is the new standard of excellence at
only 3.4 DPMO.
 Six Sigma philosophy uses data & statistical
tools to systematically improve processes &
sustain process improvements.
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Six Sigma is a Project Focused approach consisting of Five

Phases.

DEFINE : Customer needs are stated & processes & products

to be improved are identified.
MEASURE : Determines the target & baseline performance,
defines the I / O variables & validates the
measurement systems.
ANALYZE : Use data to establish the key process inputs that
affect process outputs.
IMPROVE : Identify improvements to optimize Output & reduce
defects.
CONTROL : Documents, monitors & assigns the accountability
for sustaining the gains made by process
improvements.
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 In six sigma functional organisation is divided

into project task forces.

 More Focus on specific tasks.

 Constructive Inter group dynamics.

 Payoffs being shared by team members.

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REFERENCES
 Organization Theory and Behaviour – V S P Rao & P S

Narayana, Vikas Publishing House Pvt. Ltd, 1986

 Business Psychology and Organisational Behaviour – Eugene
McKenna, Vikas Publishing House Pvt. Ltd, 2002
 Organisational Theory and Behaviour – R. A. Sharma, Tata
McGraw-Hill Publishing Co. Ltd., 1985
 Organisational Development – Robert D. Smither, John M.
Houston, Sandra D. Mclntire, Haper Collins College Publishers,
1996
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THANK YOU 