Human Process Interventions-T-group, process consultation, third party interventions, team building; organizational confrontation meeting, coaching and mentoring, role focused interventions. HRM Interventions- Performance Management & HRD.

1. Organizational Change and Development
Module 3 – MG University

2. Prepared By
Kindly restrict the use of slides for personal purpose.
Please seek permission to reproduce the same in public forms and presentations.
Manu Melwin Joy
Assistant Professor
Ilahia School of Management Studies
Kerala, India.
Phone – 9744551114
Mail – manu_melwinjoy@yahoo.com

3. Contents
• Human Process Interventions-T-group,
process consultation, third party
interventions, team building;
organizational confrontation meeting,
coaching and mentoring, role focused
interventions.
• HRM Interventions- Performance
Management & HRD.

5. What are interventions?
• The intervention is the
procedure the OD
consultant uses, after
diagnosing an
organizational situation
and providing feedback
to management, to
address an organization
problem or positive
future.

13. T groups
• A T-group is a form of group
training where participants
themselves (typically,
between eight and 15
people) learn about
themselves (and about small
group processes in general)
through their interaction
with each other.
• They use feedback, problem
solving, and role play to gain
insights into themselves,
others, and groups.

14. Value clarification
• Value clarification
consists of "helping
people clarify what their
lives are for and what is
worth working for.
• It encourages students
to define their own
values and to
understand others'
values.

15. Training and development
• Training: This activity is both
focused upon, and evaluated
against, the job that an
individual currently holds.
• Education: This activity focuses
upon the jobs that an individual
may potentially hold in the
future, and is evaluated against
those jobs.
• Development: This activity
focuses upon the activities that
the organization employing the
individual, or that the individual
is part of, may partake in the
future, and is almost impossible
to evaluate

16. Job design
• Job design (also referred to as work
design or task design) is the
specification of contents, methods
and relationship of jobs in order to
satisfy technological and
organizational requirements as well as
the social and personal requirements
of the job holder.
• Its principles are geared towards how
the nature of a person's job affects
their attitudes and behavior at work,
particularly relating to characteristics
such as skill variety and autonomy.
• The aim of a job design is to improve
job satisfaction, to improve through-
put, to improve quality and to reduce
employee problems (e.g., grievances,
absenteeism).

17. Job description
• A job description is a list that a person
might use for general tasks, or
functions, and responsibilities of a
position.
• It may often include to whom the
position reports, specifications such as
the qualifications or skills needed by
the person in the job, or a salary range.
• Job descriptions are usually narrative,
but some may instead comprise a
simple list of competencies; for
instance, strategic Human resource
planning methodologies may be used
to develop a competency architecture
for an organization, from which job
descriptions are built as a shortlist of
competencies.

18. Leadership development
• Leadership development
refers to any activity that
enhances the quality of
leadership within an
individual or organization.
• These activities have ranged
from MBA style programs
offered at university
business schools to action
learning, high-ropes courses
and executive retreats.

19. Coaching
• Coaching is training or
development in which
a person called a
"coach" supports a
learner in achieving a
specific personal or
professional goal. The
learner is sometimes
called a "coachee".

20. Conflict Management
• Conflict management is the
process of limiting the
negative aspects of conflict
while increasing the positive
aspects of conflict.
• The aim of conflict
management is to enhance
learning and group
outcomes, including
effectiveness or performance
in organizational setting.
• Properly managed conflict
can improve group
outcomes.

21. Mentoring
• Mentorship is a personal
developmental
relationship in which a
more experienced or more
knowledgeable person
helps to guide a less
experienced or less
knowledgeable person.
• The mentor may be older
or younger, but have a
certain area of expertise.

22. 360 degree feedback
• It is feedback that comes
from members of an
employee's immediate
work circle.
• Most often, 360-degree
feedback will include
direct feedback from an
employee's subordinates,
peers (colleagues), and
supervisor(s), as well as a
self-evaluation.

23. 360 degree feedback
• It can also include, in some
cases, feedback from external
sources, such as customers and
suppliers or other interested
stakeholders.
• It may be contrasted with
"upward feedback," where
managers are given feedback
only by their direct reports, or a
"traditional performance
appraisal," where the
employees are most often
reviewed only by their
managers.

24. Action Learning
• Action learning is an
approach to solving real
problems that involves
taking action and
reflecting upon the
results.
• The learning that results
helps improve the
problem-solving process
as well as the solutions
the team develops.

25. Responsibility charting
• describes the
participation by various
roles in completing tasks
or deliverables for a or
business processes.
• It is especially useful in
clarifying roles and
responsibilities in cross-
functional/
departmental projects
and processes

27. Dialogue sessions
• Dialogue session is a
structured conversation
designed to explore a topic
with the potential for being
conflictual, with the desired
outcome resulting from a
deeper understanding rather
than from persuasion.
• It is not the goal of a dialogue
process to reach a solution or
agreement; the dialogue has
been successful if members of
the group understand each
other’s position better.

28. Team building
• Objectives of team
building are
– Establish or clarify goals
and objectives.
– Determine or clarify roles
and responsibilities.
– Establish or clarify policies
and procedures.
– Improve personal
relations.

29. 12-29
Johari Window
Unknown to Others Known to Others
Known to
Self
Unknown
to Self
Hidden
Spot
Open
Window
Unknown
Window
Blind
Spot

30. 12-30
Unknown to Others Known to Others
Known to
Self
Unknown
to Self
Open
Window
Improving Communications Using
the Johari Window
Reduce
Hidden Area
through
Disclosure to
Others
Reduce Blind Spot
through Feedback from
Others

31. Team building
• Team building does not have a
beginning and an ending
point.
• So long as the team is
continuing to meet, the
process of building and
rebuilding that team will
occur.
• The critical piece to keep in
mind is that team building is
not based on artificial
activities but emerges from
the ongoing work of the team.

32. Meeting facilitation
• It must be clear why the team
is meeting. What do you
expect to accomplish?
• The right people need to be
invited. Are the guests
needed to provided their
expetise?
• The agenda should be
developed by inviting all team
members to contribute to the
agenda.
• An estimated time is assigned
to each agenda item.

33. Fish bowl
• A subset of team is
selected to sit in a
circle, with the rest of
the team sitting around
this sub group.
• The inner circle is
assigned roles and
outer circle provides
feedback.

34. Inter-team conflict management
• Mirroring can be used to
reduce conflict.
• Objectives are
• To develop better mutual
relationship between
teams.
• To explore the perception
team or work groups have
of each other.
• To develop plans for
improving relationships.

35. Process Consultation
• In process consultation, the
consultant observes
individuals and groups in
action – helping them learn
to diagnose and solve their
own problems
• Often used in conjunction
with teambuilding, self-
directed work teams, quality
circles, and other
interpersonal interventions.

36. Process consultation
– The purpose of process consultation
is for an outside consultant to assist
a manager, “to perceive,
understand, and act upon process
events” that might include work
flow, informal relationships among
unit members, and formal
communication channels.
– The consultant works with the client
in jointly diagnosing what processes
need improvement.
– By having the client actively
participate in both the diagnosis
and the development of
alternatives, there will be greater
understanding of the process and
the remedy and less resistance to
the action plan chosen.

37. Process Consultation: How is it
Done?
• Consultant observes the
communication processes
between individuals and
workgroups
• Interventions used such
as listening, probing,
questioning, clarifying,
reflecting, synthesizing
and summarising.

38. Third Party Peace Making
• Intermediaries (or "third
parties") are people,
organizations, or nations who
enter a conflict to try to help
the parties de-escalate or
resolve it.
• Walton has presented a
statement of theory and
practice for third-party peace
making interventions that is
important in its own right and
important for its role in
organization development.

39. WALTON’S MODEL IS BASED ON FOUR
ELEMENTS
• The conflict issues.
• Precipitating
circumstances.
• Conflict relevant acts.
• The consequences of
the conflict.

40. WALTON’S HAS OUTLINED THE INGREDIENTS
OF A PRODUCTIVE CONFRONTATION
• Mutual positive motivation.
• Balance of power.
• Synchronization of confrontation efforts.
• Differentiation and integration of different
phases of the intervention must be well paced.
• Conditions that promote openness should be
created.
• Reliable communicative signals.
• Optimum tension in the situation .

41. Strategic Alignment Assessment
• According to Semler
(2000), any part of an
organization must be
aligned (Consistent with)
the organization itself to
be effective.
• This call for adjustment in
the components of the
team that are not in sync
with those components in
the organization.

42. Role analysis technique (RAT)
• Role analysis technique (RAT)
is used to help employees get
a better grasp on their role in
an organization.
• In the first step of a RAT
intervention, people define
their perception of their role
and contribution to the
overall company effort in
front of a group of coworkers.
• Group members then provide
feedback to more clearly
define the role.

43. Role analysis technique (RAT)
• In the second phase, the individual
and the group examine ways in
which the employee relies on
others in the company, and how
they define his or her expectations.
• RAT interventions help people to
reduce role confusion, which can
result in either conflict or the
perception that some people aren't
doing their job.
• A popular intervention similar to
RAT is responsibility charting, which
utilizes a matrix system to assign
decision and task responsibilities.

44. Comprehensive OD interventions

45. INTRODUCTION
• Comprehensive interventions are
those in which the total
organization is involved and depth
of the cultural change Is addressed.
• Phrases like “getting the whole
system in the room” are appearing
in greater OD practice.
• Beckhard’s confrontation
meeting and Strategic
management activities involving
top management, in the case of
smaller organizations ,the entire
management group like survey
feedback is an important and
widely used interventions for OD.

46. Whole system can be described as-
• Managers of all of the
functional areas in a
business.
• Representatives of top
management, a cross section
of employees from all levels,
and supplier and customer
representatives.
• Directors of all of the social
service agencies in a
community.

47. BECKHARD’S CONFRONTATION
MEETING
• The confrontation meeting is
developed by Richard Beckhard, is a
one day meeting of the entire
management of an organization, in
which they take a reading of their own
organizational health.
• In a series of activities, the mgt group
generates information about its major
problems, analyzes the underlying
causes, develops action plans to correct
the problems, and sets a schedule foe
completed remedial work.
• This intervention is an important one in
OD. It is quick, simple, and reliable
way in which to generate data about an
organization and to set the action plans.

48. Contd…
The steps involved in confrontation meeting
are as follows:
1. Climate setting (45-60 min). The top
manager introduces the session by stating
his or her goals for the meeting, citing the
necessity for free and open discussion of
issues and problems, and making it clear
that individuals will not be punished for
what they say.
2. Information collecting (1 hour). Small
groups of 7-8 members are formed on the
basis of heterogeneity of composition
that is maximum mixture of people from
different functional areas and working
situations compose each team. The only
rule is that bosses and subordinates
cannot be put together on the same team.

49. Contd..
3. Information sharing (1 hour).
Reporters from each small group
reports the group’s complete findings
to the total group, which are placed on
newsprint on the walls. The total list of
items is characterized usually by the
meeting leader, into few major
categories that may be based on type
of problems (e.g.. Communication
problems), type of relationships (e.g..
Troubles with top management), or
type of area (e.g. problems with the
accounting deptt.)

50. Contd..
4. Priority setting & Goal Action
Planning (1 hour and 15 min.). This step
typically follows a break during which
time the items from the lists are duplicated
for distribution to everyone. In a 15 min
general session, the meeting leader goes to
the list of items. The groups are asked to
do three tasks. First they are to identify
the problems they think should be the
priority issues for top mgt. Second to find
the solutions to the problems. Third, they
are to determine how they will
communicate the results of the
confrontation meeting to their subordinates
. This activity completes the confrontation
meeting for all the managers except for the
top mgt. group.

51. Contd..
5. Immediate follow up by top team (1
to 3 hours). The top mgt team meets the
rest of the participants have left to plan
the first follow-up actions steps and to
determine what actions should be taken
on the basis of what they have learned
during the day. These follow up action
plans are communicated to the rest of
the mgt group within several days.
6. Progress Review (2 hours). A follow
up meeting with the total mgt group is
held 4-6 weeks later to the report
progress and to review the actions
resulting from the confrontation
meeting.

52. Strategic Management Activities
• It is defined as the development and
implementation of the organization’s
grand design or overall strategy for
relating to its current and future
environmental demands.
• The concept is described by
Schendel and Hofers as- It comprises
of six major tasks as:
i. Goal Formulation- Defining
Mission & purpose
ii. Environmental analysis- SWOT
Analysis
iii. Strategy formulation
iv. Strategy evaluation
v. Strategy implementation
vi. Strategic control

53. Stream Analysis
• Developed by Jerry Porras is a valuable model
for thinking about change and for managing
change.
• It is a system for graphically displaying the
problems of an organization, examining the
interconnections between the problems,
identifying core problems and graphically
tracking the corrective actions taken to solve
the problems.
• Porras categorized organization work in four
classes-
a) Organizing arrangements- goals, structure,
policies etc.
b) Social factors- Culture, mgt style, interaction
process etc.
c) Technology- tools, equipment, job design,
technical systems.
d) Physical Setting- space configuration,
physical ambience,
interior design etc.

54. Contd..
• A thorough diagnosis of the
organization’s problems and barriers to
effectiveness is performed via
brainstorming sessions, interviews,
questionnaires and other methods.
• Each problem is categorized in one
stream.
• The interconnections between the
problems are noted. Problems that have
many interconnections are identified as
core problem.
• Action plans are developed to correct the
core problems.
• In stream analysis, OD programs change
the work setting, which leads to
organizational improvement.

55. Survey Feedback
• Collecting data about the system and
feeding back the data for individuals and
groups at all levels of the organization to
analyze, interpret meanings, and design
corrective action steps.
• These are having two components- the use
of Attitude Survey and the use of
Feedback workshops.
• Survey feedback has been shown to be an
effective change technique in OD.
• A well designed survey helps organization
members to develop valid models of how
organizations work and also provide
feedback about progress towards goals.

56. Survey Feedback

57. Steps of Optimal survey
• Organization members at the top of the
hierarchy are involved in the preliminary
planning.
• Data are collected from all organizations.
• Data are fed back to the top executive
team and then down through the
hierarchy is functional teams.
• Each superior presides at a meeting with
their subordinates in which the data are
discussed.
• Most feedback meetings include a
consultant who has helped prepare the
superior for the meeting and who serves
as a resource person.

58. Grid Organizational Development
• Designed by Robert R. Blake and Jane S.
Mouton.
• Six phase program lasting about 3-5
years.
• An organization can move systematically
from the stage of examining managerial
behavior and style to the development
and implementation of an ideal strategic
corporate model.
• It enable individuals and groups to assess
their own strengths and weaknesses.
• Based on two dimension-
a) Concern for people
b) Concern for production

59. Phases in Grid OD
Phase 1: The Managerial Grid- Grid
seminar is conducted by the company
manager. Attention is given to
assessing an individual’s managerial
styles; problem solving; and
communication skills etc.
Phase 2: Teamwork Development- The
goal is perfecting teamwork in the
organization through analysis of team
culture, traditions etc.. Feedback given
to each manager about their individual
team behavior .
Phase 3: Intergroup Development- The
goal is to move groups from their
ineffective ways towards an ideal
model. The phase includes building
operational plans for moving the two
groups.

60. Cont..
• Phase 4: developing an ideal strategic
corporate model- the focus shifts to
corporate planning. Top management
design an ideal strategic corporate model
that would define what the corporation
would be like.
• Phase 5: Implementing the Ideal Strategic
Model- the organization implement the
model developed in phase 4. Each
component appoints a planning team
whose job is to examine every phase of
the component’s operation . After the
planning and assessment steps are
completed, conversion of the organization
to the ideal condition is implemented.
• Phase 6: Systematic Critique- Systematic
critiquing, measuring, and evaluating lead
to knowledge of what progress has been
made, what barriers still exist and must
be overcome.

61. Large scale change and High
Performance systems
• When a number of OD and other
interventions are combined to create major
changes in the total culture of an
organization, the term large scale is used.
• The creation of high-performance systems,
high-performance organizations, high-
involvement organizations, or self
designing organizations- usually involve a
broad array of interventions, and typically
extensive member participation and
involvement.
• Changes in areas as job design and work
flow, staffing procedures, training, and
compensation are usually combined with
such interventions.

62. Case study

63. Case study
• A classic example of how OD can
change an organization for the
better is the initiative undertaken
by General Motors Corp. at its
Tarrytown, New York, auto
assembly plant in the 1970s.
• By the late 1960s, Tarrytown had
earned a reputation as one the
least productive plants in the
company.
• Labor relations and quality were at
an all-time low, and absenteeism
was rampant, when GM finally
decided to take action.

64. Case study
• Realizing the seriousness of the situation,
plant managers tried something new—
they sought direct input from laborers
about all aspects of the plant operations.
• Then they began to implement the ideas
with success, sparking interest in a more
comprehensive OD effort. Thus, in the
early 1970s, GM initiated a quality-of-
work-life (QWL) program, an OD program
that integrates several types of
interventions.
• The goal of QWLs is to improve
organizational efficiency through
employee well-being and participative
decision-making.

65. Case study
• In 1973, the union leaders signed a
"letter of agreement" with management
in which both groups agreed to commit
themselves to exploring specific OD
initiatives that could improve the plant.
• The plant hired an outside consultant to
oversee the change process. The initial
research stage included a series of
problem-solving training sessions, during
which 34 workers from two shifts would
meet for eight hours on Saturdays.
• Those meetings succeeded in helping
plant managers to improve productivity.
Therefore, in 1977 management
increased the scope of the OD program
by launching a plantwide effort that
included 3,800 managers and laborers.

66. Case study
• Although the OD program eventually
cost GM more than $1.5 million, it paid
off in the long run through greater
productivity, higher quality, and
improved labor relations.
• For example, the number of pending
grievances plummeted from 2,000 in
1972 to only 32 by 1978. Absenteeism
dropped as well, from more than seven
percent to less than three percent.
• In fact, by the late 1970s the Tarrytown
plant was recognized as one of the
most productive and best run in the
entire GM organization.