MODULE-3

OD Intervention Strategies
 Organizational Change
The starting point for setting a change program in
motion is the definition of a total change strategy.
An OD strategy may be defined as a plan for relating
and integrating the different organizational
improvement activities engaged in to accomplished
objective.
Developing a strategy includes the planning of
activities intended to resolve difficulties and build on
strengths.
 Three Basic Approaches to
Organization Change
1. Structural
2. Technical
3. Behavioral
Developing strategy includes planning activities to
resolve difficulties and build on strengths.
 Structural Approach to
Change
Changes that relates the elements of the organization
to one another.
Other structural changes include removing or adding
layers to an organizational hierarchy.
Downsizing is often associated with restructuring
efforts
Structural changes of another type involve
decentralization and centralization.
Mergers use structural changes to bring two companies
together
 Technical Approach to
Change
Changes in machinery, methods, automation, job
design that bring an organization up to state of the art.
The changes have helped companies and their
employees become more productive.
 Behavioral Approach to
Change
Emphasizes the better utilization of human resources
by improving the level of morale, motivation, and
commitment of members.
In the past behavioral strategies were often neglected
when organizations implement changes.
OD traditionally has been associated with behavioral
strategies.
In practice changes made using any one strategy will
likely require some use of the other two.
Structural, technological, and behavioral change
strategies are not change per se.
The determining feature of an OD strategy is the
process used to arrive at and carry out the strategy.
 Changes Require All
Strategies
Structural, technological, and behavioral strategies not
OD change strategies per se.
Determining feature of an OD strategy is process used
to arrive at strategy.
 Our Changing World: Japan
Tries to Restructure (part 1 of 2)
In 1980s Japanese companies model to world.
Recently, Japanese companies failed to respond to
changing world.
Nissan first company to close major factory in
Japanese auto-industry.
 Our Changing World: Japan
Tries to Restructure (part 2 of 2)
Nissan failing when Renault took control.
Ghosn brought in to turn company around.
Shut down 5 plants, reduced workforce by 23,000,
shifted production to U.S.
Most experts say do not count Japan out.
A viable Japan may emerge.
 Integration of Change
Strategies (part 1 of 2)
OD deals with change from integrated standpoint that
considers:
Structure Technology Behavior
Interdependence of subelements (departments) needs
to be considered.
Figure 8.1
Integrated Approach to Change
 Integration of Change
Strategies (part 2 of 2)
Change strategies need to take account of overt and
covert elements.
Second-order consequences consider change in one
area that influences others.
Figure 8.2
“Organization Iceberg” Approach to OD
 Stream Analysis
Stream analysis is a method useful in
planning behavioral, structural, and technical changes.
Begins by identifying behavioral, technological, and
structural interventions that organization can
implement as part of the OD program.
Helps the organization to diagnose and plan
interventions over a period of time
Provides a graphical portrayal of the changes and
allows for progress in implementing specific changes
to plotted.
Figure 8.3
Stream Analysis Chart
 Selecting an OD
Intervention
Interventions are range of actions
designed to improve the health of the client system.
Are the specific means, activities, and programs by
which change can be determined
In selecting a specific OD techniques, the practitioner
and the client consider a number of factors
The potential results of the techniques
The potential implementation of the technique
including the costs versus benefit
The potential acceptance of the technique
 Parkinson’s Law
summarizes the problems of inefficient practices in
organizations.
Parkinson proposed two principal reasons for
organizational inefficiency:
1. The law of multiplication of subordinates- managers
want to increase the number of subordinates they
direct rather than create rival organization members;
and
2. The law of multiplication of work-members of an
organization make work for one another.
Selecting a technique involves comparing and testing
possible interventions techniques against some criteria.
Three broad aspects are of concern to the OD practitioner I
selecting the appropriate intervention:
Potential results of the technique:
Will it solve the basic problem?
Does it have any additional positive outcomes?
Potential Implementation of the Technique:
Can the proposed technique actually work in a practical
application?
What are the actual dollar and human costs of this technique
and the impact of the costs upon the client system?
How do the estimated costs of the technique compare
with the expected results (cost vs. benefit)?
The potential acceptance of the technique:
Is the technique acceptable to the client system?
Has the technique been adequately explained and
communicated to members of the client system?
Is the technique adequately developed and tested?
 Overview of Major OD
Intervention Techniques
Intervention techniques focus on 4 categories:
1. Individual or interpersonal level.
2. Team or group level.
3. Intergroup level.
4. Total organizational system level.
Table 8.1
OD Interventions: An Overview (part 1 of 2)
Table 8.1
OD Interventions: An Overview (part 2 of 2)
 Chapter 9

Employee Empowerment and Interpersonal

Interventions
 Empowering the Individual
(part 1 of 2)
Empowerment is giving employees power to make
decisions about work.
Power and decision making delegated to lower levels
of employees.
Interventions aimed at enhancing development of
individual members.
 Empowering the Individual
(part 2 of 2)
Interventions include:
Helping organization members improve
communications.
Interpersonal skills.
Managerial performance.
Employee Empowerment
The process of giving employees the power to make
decisions about their work.
Central to Empowerment Is:
Delegation of power and decision-making to lower
levels.
spread of shared vision of future.
Engaging employees so they develop sense of pride
and responsibility.
 Empowerment (part 1 of 3)
Employees are more proactive and self-sufficient.
Individual is one of most critical elements in change.
Purpose is for individual’s purpose and vision
congruent with the organization’s.
 Empowerment (part 2 of 3)
In many organizations empowerment is basic keystone
of change.
GE has company wide version they call work-out.
Empowerment (part 3 of 3)
Empowerment concepts interwoven through OD
interventions including:
Team and system interventions.
Total quality management.
Self-managed work teams, learning
organizations.
High-performance systems.
 Interventions for
Empowerment/Interpersonal
Communication
Laboratory Learning
Johari Window Model
Transactional Analysis
Career Life Planning
Stress Management
 Laboratory Learning
Objective is to increase managers’ interpersonal skills
in leadership, group, and organization situations.
Programs usually include 10-12 participants, typically
unknown to each other, and 1 or 2 experienced
trainers.
Focus is on what transpires in group and the
interpersonal dynamics between group members.
Can be conducted independently of an OD program,
but the possibility of FADE OUT is greater.
Also called “encounter groups”, “sensitivity training
groups”, or “T-Groups”.
Evolved from work of Kurt Lewin and programs
conducted by the National Training Laboratories.
 Objectives of Laboratory
Learning Include:
Insights into managerial and personal style.
Determine impact upon others.
Awareness of group functioning.
Analyzing and coping with change.
 The Johari Window Model
Communication is critical in determining effectiveness
of organizations.
Johari Window Model is technique for identifying
interpersonal communication style.
Model presents 2 dimensional, 4 cell figure based on
interaction of self and others.
Figure 9.1
The Johari Window
 Four Areas of Johari Window
(part 1 of 2)
1. Public area - behavior, thoughts, and feelings which
are known both to the person and to others.
2. Blind area - aspects of the self not known to oneself
but readily apparent to others.
 Four Areas of Johari Window
(part 2 of 2)
3. Closed area - behaviors and feelings know only to
oneself but not to others.
4. Unknown area - aspects of self not known to oneself
or others.
 Disclosure and Feedback of
Johari Window
Disclosure involves open disclosure of one’s feelings,
thoughts, and feedback to others.
Feedback is behavioral process used to enlarge public
area and reduce blind area.
 Transactional Analysis
Model for analyzing human behavior using familiar
terminology.
Structural analysis is useful to understand how we get
to be who we are.
 Ego States of TA (part 1 of
2)
Person has 3 sources of behavior called ego states:
Parent - behaviors copied from parental figure.
Adult - behaviors involving objective facts.
Child - behaviors retained from childhood.
Figure 9.2
Ego States
 Ego States of TA (part 2 of
2)
All 3 ego states exist within everyone.
Each ego state necessary for well-integrated
personality.
Can enable person to better understand values,
behaviors, and thoughts.
Awareness can help to improve one’s effectiveness in
an organization.
 Understanding
Transactional Theory
A transaction is basic unit of communication.
Every interaction among people involves transaction
between ego states.
 Transactions Are Classified
As:
Complementary.
Crossed.
Ulterior.
Complementary Transaction
Occurs when a message sent from one ego state
receives an expected response from other person’s
appropriate ego state.
Figure 9.3 a
Complementary Transaction
 Crossed Transaction
Occurs when a message from one ego state receives
response from inappropriate or unexpected ego state.
Figure 9.3 b
Crossed Transaction
 Ulterior Transaction
Involves two ego states simultaneously:
The literal words of the transaction, which may mean
one thing.
And the underlying intent, which may mean something
entirely different.
Figure 9.3 c
Ulterior Transaction
 Strokes in TA Are
Recognition
Stroke is any form of recognition including physical,
verbal, and visual.
Strokes are conditional and unconditional.
 Conditional and
Unconditional Strokes
Conditional strokes tied to some type of performance
by receiver of stroke.
Unconditional strokes are given with no strings
attached.
Both types of strokes are appropriate.
 Positive, Negative, and
Crooked Strokes
Strokes in TA may be:
Positive.
Negative.
Crooked.
 Positive Strokes
Transactions that provide expected response and
reassure a person’s worth.
Results in a “You’re OK” feeling.
 Negative Strokes
Critical transactions resulting in unexpected,
unreassuring response.
Results in “You’re not OK” feeling.
 Crooked Strokes
Transactions that have double meaning.
Transmits message different from words a person uses.
 Psychological Positions and
Scripts
Psychological position is person’s general outlook on
life.
It is how he or she relates to others.
 4 Psychological Positions
(part 1 of 2)
I’m OK, you’re OK. - acceptance of self and others, a
healthy outlook.
I’m OK, you’re not OK. - tendency to mistreat, blame,
and put down others.
 4 Psychological Positions
(part 2 of 2)
I’m not OK, you’re OK. - feelings of low self-esteem
or lack of power compared to others.
I’m not OK, you’re not OK. - feelings of low self-
esteem and loss of interest in living, with feelings of
confusion and depression.
 Authentic Communication
and Relationships of TA
TA emphasizes open communications.
Provides framework for examining how people
communicate and work.
Adult-to-adult transactions help develop employee
involvement and empowerment.
 Career Live Planning
Interventions
Help individuals better manage their career.
Process of choosing occupational, organizational, and
career paths.
 Steps in Career Life Planning
(part 1 of 2)
1. Prepare set of career life goals.
2. Go through the list to test for reality, determine
priorities, and look for conflicting goals.
 Steps in Career Life Planning
(part 2 of 2)
3. Make list of important accomplishments and things
that made participant feel satisfied.
4. Work through list in Step 3 looking for conflicts.
5. Prepare detailed plan of action.
 Stress Management and
Burnout
Stress is interaction between individual and
environment.
Characterized by emotional strain affecting person’s
physical and mental condition.
Excessive work and personal stress can become
dysfunctional.
 Stress Requires 2
Simultaneous Events

1. External event (stressor).

2. Emotional or physical reaction to the stressor such
as:

• Fear • Muscle tension

• Anxiety • Increased heart rate
 Major Sources of Stress
On-the-job activities.
Events occurring away from work.
The two interrelated and complex issues.
 Potential Stressful Work
Activities Include
 Change in policy.  Lack of feedback.
 Reorganization.  Not enough time to
 Unexpected changes in perform duties.
schedules.  Lack of participation.
 Conflicts with other  Job ambiguities.
people.
 Job Burnout
Emotional exhaustion and reduced accomplishment
experienced by those who do “people work.”
Response to chronic emotional strain of dealing
extensively with other human beings.
 Stress Management Interventions
(part 1 of 6)

Helps individuals cope with negative outcomes of

exposure to stress.
Interventions include:

• Wellness programs. • Stress management

• Relaxation techniques. training.
• Career life planning. • Job burnout seminars.
 Stress Management Interventions
(part 2 of 6)
Wellness Program
Helps employees to improve diet and exercise,
sometimes providing company-built training facilities.
 Stress Management Interventions
(part 3 of 6)
Relaxation Techniques
Two commonly used techniques are biofeedback and
meditation.
 Stress Management Interventions
(part 4 of 6)
Career Life Planning
Sessions may be one-to-one or group sessions.
 Stress Management Interventions
(part 5 of 6)
Stress Management Training
Instruction in time management, goal setting,
relaxation techniques, and conflict resolution.
 Stress Management Interventions
(part 6 of 6)
Seminars on Job Burnout
Workshops to help employees understand nature and
symptoms of job problems.
 OD in Practice: Health And
Wellness at J&J (part 1 of 3)

Live for Life (LIF) is health promotion of J & J.

Total immersion approach that includes:

• Fitness. • Weight control.

• Smoking cessation. • Stress management.
• Nutrition.
 OD in Practice (part 2 of 3)
J&J altered work environment.
Programs fall into 4 broad areas:
Employee Assistance.  
Proactive Health Assessments.
Workplace Health.
Wellness and Fitness Services.
 OD in Practice (part 3 of 3)
The results: lowered medical expenses and achieved
improvements in health.
LIF program compatible with corporate credo.
Credo stresses honesty, integrity, and putting people
before profits.
 Chapter 10

Team Development Interventions

Chapter 10
Slide 81
 Organizing Around Teams
A team is a group of individuals:
with complementary skills
who depend upon one another to accomplish
common purpose
for which they hold themselves mutually
accountable.

Chapter 10
Slide 82
 Teamwork
Teamwork is work done when members subordinate
personal prominence for team.
Many management theorists see team-based
organization as wave of future.

Chapter 10
Slide 83
 The Team Approach
Many organizations increase productivity by
implementing team-based programs.
Interdependence refers to situations where one
person’s performance contingent upon how someone
else performs.

Chapter 10
Slide 84
 Organizations Use Sport
Teams As a Model
Baseball - pooled interdependence where team
member contributions somewhat independent of one
another.
Football - involves sequential interdependence.
Basketball - exhibits highest degree of
interdependence.

Chapter 10
Slide 85
 Major OD Technique
Is Team Building
Team building and team development used
interchangeably.
Team building is where members of work group
examine goals and culture to improve ability to work
together.

Chapter 10
Slide 86
 Reasons for Using Team
Development
Work group is basic unit of organization and provides
supportive change factor.
Operating problems of work groups often sources of
inefficiency.

Chapter 10
Slide 87
 Need for Team Development
Teams are primary unit in organization.
Two types of teams:
Natural work team.
Temporary task team.
Need for team development varies with situation.

Chapter 10
Slide 88
 Three Categories Requiring Teams
Simple.
Complex.
Problem.

Chapter 10
Slide 89
 Figure 10.1
Situation Determines Teamwork

Chapter 10
Slide 90
 Simple Situations
People working alone and no need to involve others.
Little team development necessary.

Chapter 10
Slide 91
 Complex Situations
Information must be shared to complete task but
interaction not on deeply personal level.
Some team development necessary.

Chapter 10
Slide 92
 Problem Situations
Unusual and unprecedented situations having impact
outside individual’s scope of influence.
Requires team development approach.

Chapter 10
Slide 93
 Operating Problems of Teams
(part 1 of 2)
Goals - groups lose purpose and direction.
Member needs - interpersonal differences.
Norms - lack of norms and acceptable behavior.
Homogeneous members - tend to produce harmonized
ideas.

Chapter 10
Slide 94
 Operating Problems of Teams
(part 2 of 2)
Decision making - authoritative decision making.
Leadership - degree of power and control of members
inappropriate.
Size - number of members too small or too large for
effective interaction.

Chapter 10
Slide 95
 Figure 10.2
Sources of Team Problems

Chapter 10
Slide 96
 Cohesiveness and Groupthink
unity that members of a group have for one another
Some groups have more closeness and team spirit,
which makes them more cohesive

Chapter 10
Slide 97
 Cohesiveness and Groupthink

Cohesiveness: the state of sticking together

Improves performance in a group, yet can make the
need for uniformity more important than the need for
making quality decisions (Groupthink).

Chapter 10
Slide 98
Often occurs when the members of a group avoid
making harsh judgments of ideas put forward by their
leaders of colleagues.
Adopt a soft line of criticism
Members are friendly
No disagreement or conflict
 Eight Characteristics of Groupthink

1. Illusion of 5. Direct pressure.

invulnerability. 6. Self-censorship.
2. Rationalization. 7. Illusion of unanimity.
3. Illusion of morality. 8. Mind guards.
4. Shared stereotypes.

Chapter 10
Slide 100
Illusion of invulnerability: masks obvious dangers
Rationalization: disregards negative information
Illusion or morality*: disregards ethical or moral
consequences of their actions
Shared stereotypes*: views by apposing groups are
considered “stupid”
Direct pressure: group applies pressure to any
member expressing doubt about the group’s position
or questions validity of their arguments
Self censorship: members do not express views that
differ from the group
Illusion of unanimity(agreement): belief that the
members of the group are all in agreement
Mind guards: self-appointed members protect the
leady and other members from unfavorable
information that might disrupt the group’s
cohesiveness
 Purpose of Team Development
To integrate goals of individual and group with goals
of organization.
Team development one of most widely used OD
activities.

Chapter 10
Slide 103
 Team Development Involves:
(part 1 of 2)
Identify objectives, set priorities.
Examine team performance.
Analyze group process.
Improve communications.

Chapter 10
Slide 104
 Team Development Involves:
(part 2 of 2)
Improve problem-solving ability.
Increase cooperation.
Work more effectively with other teams.
Increase respect of other team members.

Chapter 10
Slide 105
 Two Types of Activities
Family group diagnostic meetings.
Aimed at identifying group problems.
Family group team-building meetings.
Aimed at improving team’s functioning.

Chapter 10
Slide 106
 Team Development Meeting
Has Two Objectives
1. Task or work agenda of group.
2. Processes by which members work on the task.

Chapter 10
Slide 107
 General Procedure of Training
Step 1: Initiate team development meeting.
Step 2: Set objectives.
Step 3: Collect data.
Step 4: Plan the meeting.
Step 5: Conduct the meeting.
Step 6: Evaluate team development process.

Chapter 10
Slide 108
 Outdoor Experiential
Laboratory Training
Takes people who work together and places in outdoor
setting with experiential exercises.
Seems to speed up discussions surrounding leadership
styles and team work.
After exercise team discusses what they learned and
how it applies to work.

Chapter 10
Slide 109
 The Outdoor Lab Process
1. Assessment of team made prior to training.
2. Orientation meeting held with participants.
3. Exercises selected to fit abilities of team.
4. The team participates in exercises.
5. Team reflects on process.
6. Team follows with goal setting and plans.

Chapter 10
Slide 110
 Cautions When Using Outdoor Labs
Safety is major concern.
Participation is voluntary.
Participants should have fun and labs not become too
serious.

Chapter 10
Slide 111
 Role Negotiation As
Team Development
Directed at work relationships among team members.
Members discuss what they want from one another and
why.

Chapter 10
Slide 112
 Role Negotiations Includes:
1. Contract setting.
2. Issue diagnosis.
3. Role negotiation.
4. Written role negotiation agreement.

Chapter 10
Slide 113
 Role Analysis As
Team Development
Designed to clarify roles of team members.
Role ambiguity - team member not fully knowing
what others expect.
Role conflict - difference between expectations of
team member and actual behavior.
Role analysis used to clarify role discrepancies.

Chapter 10
Slide 114
 Steps in Role Analysis
1. Role analysis.
2. Role incumbent(current) expectations of others.
3. Others expectations of role incumbent.
4. Role profile.
Above steps are followed until each member completes
role profile.
Role profiles are periodically reviewed.

Chapter 10
Slide 115