ORGANISATIONAL

DEVELOPMENT
INTERVENTIONS

SUBMITTED BY : SUBMITTED TO :
SHAURYA THAKUR (5270) DR. SURYA RASHMI RAWAT
RAJAT SINGH (5250) PROFESSOR
ARYAN PANT (5216) HPUBS
 OBJECTIVES
 To understand the concept.
 To understand application of this concept.
 To analyze this concept.
 To increase the level of inter-personal trust among employees.
 To increase employees' level of satisfaction and commitment.
 To confront problems instead of neglecting them.
 To effectively manage conflict.
 WHAT IS OD?
 Richard Beckhard : "an effort, planned, organization-wide,
and managed from the top, to increase organization
effectiveness and health through planned interventions in the
organization's processes, using behavioral-science
knowledge."
 OD INTERVENTIONS
 Interventions are the principal learning processes in the
“action” stage of organisational development.
 These are introduced by a change agent as part of an
improvement program.
 These are structured activities used individually or in
combination to improve the task performance.
 Every action that influences an organization’s improvement
program in a change agent – client system relationship can be
said to be an intervention.
 EIGHT STEPS FOR OD
INTERVENTIONS
 There are eight steps which are important for reaching the
objectives of organizational development interventions :
1. Entry signals
2. Purpose
3. Assessment
4. Action Plan
5. Intervention
6. Evaluation
7. Adoption
8. Seperation
TYPES OF OD INTERVENTIONS
 Team Building
 Sensitivity Training
 Management By Objectives(MBO)
 Organizational Mirroring
 Third-Party Peacemaking Intervention
 Role Playing
 Confrontation Meeting
 Process Consultation
 Survey Feedback
 TEAM BUILDING
 Team building activities are designed to enhance the
effectiveness and satisfaction of individuals who work in
groups in order to improve the effectiveness of the entire
group. 
 These may be task related problems or personality conflict
within the group.
 The interpersonal relationships within the team can be
improved by creating the environment which is open and
trustworthy, where members can openly and freely
communicate their feelings and thoughts.
 SENSITIVITY TRAINING
 The purpose of sensitivity training sessions or T-groups 
(T for training) is to change the behaviour of people through
unstructured group interaction. Members (ten to fifteen
individuals) are brought together in a free and open environment,
away from work places, in which participants discuss themselves
freely, aided by a facilitator.
MANAGEMENT BY OBJECTIVES
(MBO)
 Management by Objectives (MBO) is a strategic approach to
enhance the performance of an organization. It is a process where the
goals of the organization are defined and conveyed by the
management to the members of the organization with the intention to
achieve each objective.
 An important step in the MBO approach is the monitoring and
evaluation of the performance and progress of each employee against
the established objectives.
STEPS IN MBO PROCESS
ORGANIZATIONAL MIRRORING
 The Organization mirror is a set of activities in which a
particular organizational group, the host group get valuable
feedback from other departments within the organization.
 This is an intervention designed to improve the relationship
between groups in department and increase work effectiveness
through honest feedback.
 THIRD-PARTY PEACEMAKING
INTERVENTION
 Third-Party Intervention is an involvement of person/team
into in-going conflict of two parties like management and
union to resolve conflict. Generally ,it helps parties analyze
consequence of their action and resolve conflict in mutually
beneficial way.
 There are various levels of Third-Party Interventions
mandated by laws in employer and labour relations in
collective bargaining framework.
a) Voluntary Arbitration.
b) Conciliations by third party like government appointed
officer.
c) Adjudication by Tribunal or Labour Courts.
 ROLE PLAYING
 Role playing may be described as a technique of creating a
life situation, usually one involving conflict between people,
and then having persons in group play the parts or roles of
specific personalities. In industry, it is used primarily as a
technique for modifying attitudes and interpersonal skills.
 The purpose of role playing is to aid trainees to understand
certain business problems and to enable observers to
evaluate reactions to them.
 CONFRONTATION MEETING
 Confrontation meeting is an activity which allows entire
management group, composed of individual from all levels
of the organization to take a quick reading on its own health
and within matter of hours to set action plan for improving it.
 THIS ACTIVITY IS BASED ON
a) Experience with an action oriented method of
planned change.

b) It involves the entire in a joint action-planning

programme.

c) The meeting can be conducted several times

with one morning and one evening session
involving only two or more hours out of usual
working days.
 WHERE IS IT EFFECTIVE?
a) Where there is a genuine commitment
to solving the problems on the part of top
management.

b) Top management intends to improve

the conditions rapidly.

c) There is adequate cohesiveness in the

top management team to ensure follow-
up.
 ELEMENTS OF
CONFRONTATION MEETING
a) Climate setting
b) Information collection
c) Information sharing
d) Priority setting & grouping planning.
e) Organization action plan
f) Immediate follow-up by top team
g) Progress review.
 BENEFITS OF
CONFRONTATION MEETING
a) Direct communication is improved

b) Morale of employees increased

c) Better work culture

d) Improve inter department human

relationship

e) Get solutions on day-to-day

problems
 PROCESS CONSULTATION
 The best definition comes from the original developer himself -
Edgar Schein.

“Process Consultation is the creation

of a relationship with the client that
permits the client to perceive,
understand, and act on the process
events that occur in the client’s
internal and external environment in
order to improve the situation as
defined by the client.”
 FIVE REASONS WHY A
PROCESS APPROACH IS
HELPFUL FOR LEADERS AND
ORGANIZATIONS
A Process Approach to consulting…

Embraces Complexity

Digs Deeper to uncover Real Purpose

Values Organizational Strengths

Grows Leadership Capacity

Deepens Relationships
 SURVEY FEEDBACK
Survey Feedback is tool which provides an organization with a
honest opinion of what their present or future customers think
about them and helps them in taking an informed decision.
 BASIC OBJECTIVES
OF SURVEY FEEDBACK
METHOD
1. To assist the organization in diagnosing its problems and
developing action plan for problem-solving.
2. To assist the group members to improve the relationships
through discussion of common problems.
STEPS INVOLVED IN SURVEY
FEEDBACK
(a) Identifying the objective of
conducting the survey.
(b) Informing all the members
including the team leads and other
employees about the procedure for
conducting the survey.
(c) Starting the ground work.
(d) Organizing and conducting the
interviews of target groups.
(e) Analyzing the data obtained and
generating a report out of that.
 CASE STUDY
Changing health worker behavior through feedback and
self renewal: An Experiment of Worker Client
transactions in Uttar Pradesh

Behavioral sciences part lead by T V Rao, as a part of a large

Interdisciplinary team including J K Satia, V K Gupta, Nirmala
Murthy, M. N. Vora and others from IIMA
In its eagerness to improve health systems in India Government of
India had chosen UP as one of the steps to professionalize
management.

It invited the IIMA to work with the government of UP and

professionalize management in six of the districts of Uttar Pradesh.
An interdisciplinary team of consultants from IIMA worked on
this project for nearly five years.
As a part of this project the transactions and influence patterns of
family planning and health workers in two primary health centers
of Sulatanpur district (Amethi and Kurebhar) were studied by
trained observers accompanying them to villages and observing
their actual education, informational and influence processes.
They were then called for a renewal workshop where they were
trained to look at their own transaction patterns and examine the
implications.
Their transactions were linked with their performance.
They also shared with each other their philosophy and practice.
They were then given feedback of their behavior and were helped to set goals
for change.
Subsequent evaluation indicated substantial change in the behavioral part of
the health workers.
REFERENCES:
 (2021, October, 31), 14 OD Interventions | Type, Meaning, Process,
Importance, GeekTonight,
https://www.geektonight.com/14-od-interventions-type-meaning-process-im
portance-examples/
 ( 2022, January, 24), Management by Objectives (MBO), CFI,
https://corporatefinanceinstitute.com/resources/knowledge/strategy/manage
ment-by-objectives-mbo/
 (2021, November,6), Third-Party Peace-Making Intervention,
Indiafreenotes, https://
indiafreenotes.com/third-party-peace-making-intervention/
 (2020,August,15), What are Organizational Development Interventions?,
Bestcollegesonline,
https://www.bestcollegesonline.org/faq/what-are-organizational-developme
nt-interventions/

 Kongalla Ramakrishna, (2013,January,27), OD interventions, Slideshare,

https://www.slideshare.net/artistramakrishna/05-orgnl-dev-interventions