CHAPTER SEVEN

Designing
Interventions

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 Describe the interventions presented in the
text.
 Discuss how contingencies related to the
change situation affect the design of
effective organization development (OD)
interventions.
 Discuss how contingencies related to the
target of change affect the design of
effective OD.
OD and change management by Abdurezak M.(PhD.
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 Definition of an Intervention
An intervention is a set of sequenced and planned
actions or events intended to help the organization
increase its effectiveness.
Interventions purposely disrupt the status quo.

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 Four Major Types of Interventions
Human Process Interventions
Technostructural Interventions
Human Resources Management Interventions
Strategic Change Interventions

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 Human Process Interventions
Process Consultation
Third-party Interventions (Conflict Resolution)
Team Building
Organization Confrontation Meeting
Intergroup Relations
Large group Interventions

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 Technostructural Interventions
Structural Design
Downsizing
Reengineering
Parallel Structures
Total Quality Management
High-Involvement Organizations
Job Enrichment
Self-managed Work Teams

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 Human Resources Management
Interventions
Goal Setting
Performance Appraisal
Reward Systems
Coaching and Mentoring
Management and Leadership Development
Career Planning and Development
Managing Work Force Diversity
Employee Stress and Wellness

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 Strategic Change Interventions
Organization Design  Built-to Change
Integrated Strategic Organizations
Change  Mergers and
Culture change Acquisitions
Dynamic Strategy  Alliances

Making  Networks
Self-designing
Organizations

 Learning Organizations
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 Characteristics of Effective Interventions
Is it relevant to the needs of the organization?
Valid information
Free and Informed Choice
Internal Commitment
Is it based on causal knowledge of intended outcomes?
Does it transfer competence to manage change to
organization members?

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 Designing Effective Interventions
Contingencies Related to the Change Situation
Individual differences among organization members
Organizational factors (management style, technical
uncertainty)
Dimensions of the Change Process (degree of top
management support)
Expertise of the change practitioner
Cultural Values and Economic contingencies

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 Cultural Values
Context Orientation
Power Distance
Uncertainty Avoidance
Achievement Orientation
Individualism

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 Context Orientation
The extent to which meaning in communication is
carried in the words
Organizations in high context cultures tend to value
ceremony and ritual, the structure is less formal, there
are fewer written policies, and people are often late
for appointments

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 Power Distance
Extent to which members of a society accept that
status and power are distributed unequally in an
organization
Organizations in these cultures tend to be autocratic,
possess clear status differences, and have little
employee participation

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 Uncertainty Avoidance
The extent to which members of a society tolerate the
unfamiliar and unpredictable
Organizations in these cultures tend to value experts,
prefer clear roles, avoid conflict, and resist change

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 Achievement Orientation
The extent to which people in a society value
assertiveness and the acquisition of material goods
Organizations in these cultures tend to associate
achievement with wealth and recognition, value
decisiveness, and gender roles are clearly
differentiated

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 Individualism
The extent to which people in a society believe they
should be responsible for themselves and their
immediate family
Organizations in these cultures tend to encourage
personal initiative, value time and autonomy, accept
competition, and autonomy is highly valued

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 Economic Development
Subsistence Economies
Primarily agriculture-based
Industrializing Economies
Moderately developed and tend to be rich in natural
resources
Industrial Economies
Highly developed and emphasize nonagricultural
industry

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 Cultural and Economic Contexts of
International OD Practice
Cultural Fit with OD Practice
Low High
Moderate
South Pacific India
Level of Economic

South Africa
Development

South America
Middle East

Central America
Eastern Europe United Kingdom
Asia Scandinavia
High USA
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 Contingencies Related to the
Target of Change
Organizational Issues
Strategic Issues
Technology and Structure Issues
Human Resources Issues
Human Process Issues
Organizational Levels
Individual, group, organization and transorganization

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 Strategic Issues
 What are the functions, products, services,
markets of the organization
 How to gain competitive advantage
 How to relate to environment
 What values will guide organizational
functions

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 Technology & Structure Issues
 How to divide labor
 How to coordinate departments
 How to produce products or services
 How to design work

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 Human Resources Issues
How to attract competent people
How to set goals and reward people
How to plan and develop people’s careers

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 Human Process Issues
How to communicate
How to solve problems
How to make decisions
How to interact
How to lead

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