GROUP 2

Geltrude Bayle
Jane Balanay Michael Arellano
Steffi Bianca Belen Romiel Tiqui
Jhaneniel Battad
Hazel Naval
Nikki Fabillaran
 Topic
Interpersonal an group process
approches

Organization process approches

 Interpersonal and Group Process Approaches
Process Interventions:

Process interventions are in OD skill used by OD practitioners, whether

managers or OD professionals, to help work groups become more effective.
The purpose of process interventions is to help the work group become more
aware of the way it operates and the way its members work with one
another. The work group uses this knowledge to develop its own problem-
solving ability.
 Process Consultation

Process consultation (PC) is a general framework for carrying out helping

relationships. It is oriented to helping managers, employees, and groups
assess and improve processes, such as communication, interpersonal
relations, decision making and task performance.

It is seen as key to effective management and consultation and can be

applied to any helping relationship, from subordinate development to
interpersonal relationships to group development. Thus, team building
consists of process consultation plus other, more task-oriented interventions.
 Group
Process:
Process consultation deals primarily with five important
interpersonal and group processes:

1. Communications
2. The functional roles of group members,
3. The ways in which the group solves problems and makes decisions
4. Group norms development,
5. The use of leadership and authority.
 1. Communications

One of the process consultant’s areas of interest is the nature and style of communication at both the overt and
covert levels. At the overt level, communication issues involve who talks to whom, for how long, and how often.
One method for describing group communication is to keep a time log of how often and to whom people talk. For
example, at an hour-long meeting conducted by a manager, the longest anyone other than the manager got to speak
was one minute, and that minute was allotted to the assistant manager. Rather than telling the manager that he is
cutting people off, the consultant can give descriptive feedback by citing the number of times others tried to talk
and the amount of time they were given. The consultant must make certain that the feedback is descriptive and not
evaluative (good or bad), unless the individual or group is ready for evaluative feedback. By keeping a time log,
the consultant also can note who talks and who interrupts.
 2. The function Roles of
Group Members
The process consultant must be keenly aware of the different roles individual members take on
in a group. Both upon entering and while remaining in a group, the individual must determine a
self-identity influence, and power that will satisfy personal needs while working to accomplish
group goals. Preoccupation with individual needs or power struggles can reduce the
effectiveness of a group severely, and unless the individual can expose and share those personal
needs to some degree, the group is unlikely to be productive. Therefore, the process consultant
must help the group confront and work through these needs. Emotions are facts, but frequently
they are regarded as side issues to be avoided.
 3. Group Problem Solving
and Decision- Making

To be effective, a group must be able to identity problems, examine alternatives,

and make decisions. The first part of this process is the most important. Groups
often fail to distinguish between problems (either task-related or interpersonal) and
symptoms. Once the group identifies the problem, a process consultant can help the
group analyze its approach, restrain the group from reacting too quickly and
making a premature diagnosis, or suggest additional options.
 4. Group Norms and
Growth
Especially if a group of people works together over a period of time, it develops group norms or
standards of behavior about what is good or bad, allowed or forbidden, right or wrong. There may be
an explicit norm that group members are free to express their ideas and feelings, whereas the implicit
norm is that one does not contradict the ideas or suggestions of certain group members (usually the
more powerful ones). The process consultant can be very helpful in assisting the group to understand
and articulate its own norms and to determine whether those norms are helpful or dysfunctional. By
understanding its norms and recognizing which ones are helpful, the group can grow and deal
realistically with its environment, make optimum use of its own resources, and learn from its own
experiences.
 5. Leadership and
Authority
A process consultant needs to understand processes of leadership and how
different leadership styles can help or hinder a group’s functioning. In addition,
the consultant can help the leader adjust her or his style to fit the situation. An
important step in that process is for the leader to gain a better understanding of
his or her own behavior and the group’s reaction to that behavior. It also is
important that the leader become aware of alternative behaviors
 BASIC PROCESS
INTERVENTION

1. INDIVIDUAL INTERVENTION
These interventions are designed to help people be more effective or to
increase the information they have about their “blind spot” in the Johari
Window. Before process consultants can give individual feedback, they
first must observe relevant events, ask questions to understand the
issues fully, and make certain that the feedback is given to the client in
a usable manner.
 BASIC PROCESS
INTERVENTION

2. GROUP INTERVENTION
These interventions are aimed at the process, content, or structure of
the group. Process interventions sensitize the group to its own internal
processes and generate interest in analyzing those processes.
 Team Building

Team building refers to broad range of planned activities that help

group improve the way they accomplish tasks and help group members
enhance interpersonal and problem-solving skills.

Effective approach to team building involves: • Team-Building

Activities • Team Building Process • The Manager’s Role in Team
Building • When is Team Building Appropriate? • Results of Team
Building
 1. TEAM BUILDING
ACTIVITIES
A team is a group of interdependent people who share a common
purpose, have common work methods, and hold each other
accountable. The nature of that interdependence varies, creating the
following types of team: groups reporting to the same supervisor,
manager, or executive, groups involving people with common
organizational goals; temporary groups formed to do a specific, one-
time task; groups consisting of people whose work roles are
interdependent; and groups whose members have no formal links in
the organization but whose collective purpose is to achieve tasks they
cannot accomplish alone.
 2. TEAM BUILDING
PROCESS

Managing a team involves more than supervising people. In today’s world,

managers must bring a divergent group of people together to work on a
common project. Since no one person can possess all the knowledge necessary
to analyze and solve today’s complex problems, teams are used to bring
together the required expertise. The nature of work groups makes team
development interventions probably the single most important and widely
used OD activity.
.
 3. THE MANAGER'S
ROLE IN TEAM
BUILDING
Ultimately, the manager is responsible for group functioning, although this
responsibility obviously must be shared by the group itself. Therefore, it is
management’s task to develop a work group that can stop regularly to analyze and
diagnose its own effectiveness and work process. With the group’s involvement, the
manager must diagnose the group’s effectiveness and take appropriate actions if the
work unit shows signs of operating difficulty or stress.
 4. When is Team
Building Appropriate?
• To permit members to gain new expertise and experience and to develop and
educate members.
• To build and enhance communication and interaction, because teams offer
increased levels of participation in decisions.
• To build consensus and commitment on a controversial issue.
• Group leaders desire an integrated team.
• To allow more creative discussions by pulling together people of unusual and
different backgrounds and interests.
• Team building must be congruent with the leader’s personal style and
philosophy.
 5. The Results of Team
Building

it focuses mainly on the feelings and attitudes of group

members. Little evidence supports that group performance
improves as a result of teambuilding experiences
 Organization Process Approaches

Organizational process approaches refer to the different methods

and strategies that organizations use to manage and improve their
processes. These approaches can help organizations streamline
their operations, reduce inefficiencies, and increase productivity.
 • Organization Confrontation Meeting

is among the earliest organization wide process

approaches. It helps mobilize the problem-solving
resources of a major subsystem or whole organization by
encouraging members to identify and confront pressing
issues.
 2. Inter-group relations.

It consists of two interventions: the inter-group conflict resolution

meeting and microcosm groups. Both interventions are aimed at
diagnosing and addressing important organizational level processes,
such as conflict, the coordination of organizational units, and diversity.
The inter-group conflict intervention is specifically oriented toward
conflict processes, whereas the microcosm group is a more generic
system wide change strategy.
 3. Large-group intervention

has received considerable attention recently and is one of the fastest-growing areas in
OD. Large-group interventions get a “whole system into the room” and create
processes that allow a variety of stakeholders to interact simultaneously. A largegroup
intervention can be used to clarify important organizational values, develop new ways
of looking at problems, articulate a new vision for the organization, solve cross-
functional problems, restructure operations, or devise an organizational strategy. It is a
powerful tool for addressing organizational problems and opportunities and for
accelerating the pace of organizational change.