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Slide 2: MODULE 7 (6 Hours) OD interventions: Definition, factors to be considered, choosing and sequencing intervention activities, classification of OD interventions, results of OD, typology of interventions based on target groups. Slide 3: The planned activities client & consultants participate during the course of an organization development program Attempt to improve the fit between the individual & organization between the organization & its environment. Emphasis more on collaboration, confrontation & participation Meaning of Interventions Slide 4: Interventions (French & Bell, 1999) Sets of structured activities in which selected organizational units (target groups or individuals) engage in a task or a sequence of tasks with the goals of organizational improvement and individual development. Interventions : Interventions OD interventions are structured actions that help bring about the desired positive changes. Intervention planning includes selecting type of intervention and deciding its duration and extent. Factors to consider when planning and implementing an OD intervention: : Factors to consider when planning and implementing an OD intervention: 1. There has to be an INTERVENTION STRATEGY 2. Activities to promote learning and change must be STRUCTURED EFFECTIVELY. Techniques to achieve this include: Slide 7: make sure all the relevant people are included; allow the client group to identify problems and opportunities themselves. Let them be the ones to solve their own problems and capitalize on their own opportunities; ensure that goals are absolutely clear to all, as are the strategies for goal-attainment; make sure that activities are structured in such a way that there is a high probability of success. Goals must be manageable and attainable - success is highly motivating to the client group; include both experience-based learning and conceptual learning. This is not meant to be an academic exercise. Cont.. : make sure that the climate is appropriate for openness. If the client group is defensive or anxious, the exercise is futile. ensure that the client system not only learns how to solve one particular problem, but it learns how to learn, ie. acquires skills and knowledge which can be utilized with future problems and changes. teach them about both task (what) and process (how). engage the whole person in the intervention, not just the intellect. Get them to talk about thoughts, feelings, ideas, concerns, beliefs etc. Cont.. Choose and sequence intervention activities carefully. : Choose and sequence intervention activities carefully. Some rules of thumb: -maximize diagnostic data. Not knowing the full facts of the situation can lead to inappropriate interventions -maximize effectiveness. Early interventions should enhance the effectiveness of subsequent interventions. Those that build motivation, readiness, knowledge and skills required for future change should come first. Cont.. : maximize efficiency. Sequence interventions to conserve time, energy and money. maximize speed. Delays in achieving organizational improvement could lead to loss of momentum and motivation maximize relevance. Interventions that relate to immediate problems should be tackled first. minimize psychological and organizational strain. Sequence interventions that are least likely to cause anxiety, insecurity, distrust, disillusionment and poor performance. Cont.. Different interventions have different dynamics. Each intervention should be selected in relation to causal factors and the nature of underlying problems. : Different interventions have different dynamics. Each intervention should be selected in relation to causal factors and the nature of underlying problems. Some OD interventions and their underlying causal mechanisms: -Discrepancy Intervention - calls attention to a contradiction in action or attitudes that then leads to exploration -Theory Intervention - behavioral science knowledge and theory are used to explain present behavior and assumptions underlying behavior

Cont. : Cont. Relationship Intervention - focuses on interpersonal relationships, esp. where there are strong negative feelings; brings issues to the surface for exploration and resolution Organization structure Intervention - examines and evaluates structural reasons for organizational ineffectiveness Cultural Intervention - examines traditions, and practices which form the fabric of the orgs culture, in a direct, focused approach Possible results of OD interventions: : Possible results of OD interventions: -awareness of changing socio-cultural norms or dysfunctional current norms -increased interaction and communication -confrontation (surfacing and examining differences) -education (knowledge and concepts, beliefs and attitudes, skills) -participation (in problem solving, goal setting, idea generation) -increased accountability (through clarifying responsibility and monitoring performance) -increased energy and optimism (the future is desirable, worthwhile and attainable) Classifying OD Interventions : Classifying OD Interventions Slide 15: There are many, many different types of OD interventions. These can be classified, or grouped according to: i) the objectives of the interventions ii) the targets of the interventions Slide 16: There are 14 major families of OD interventions. 1. Diagnostic Activities 2. Team Building Activities 3. Intergroup Activities 4. Survey Feedback Activities 5. Education and Training Activities 6. Techno-structural or Structural Activities 7. Process Consultation Activities 8. Grid Organization Development Activities 9. Third -Party Peacemaking Activities 10. Coaching and Counseling Activities 11. Life and Career Planning Activities 12. Planning and Goal Setting Activities 13. Strategic Management Activities 14. Organizational Transformation Activities Slide 18: Human process interventions (individual, group and inter-group human relations): Individual based: coaching, counseling, training, Behavioral modeling, delegating, leading, morale boosting, mentoring, motivation, etc., Group based: conflict management, dialoging, group facilitation group learning, self-directed work teams, large scale interventions, team building, and virtual teams. Inter-group based: Organization mirroring, third party peace making interventions, partnering Slide 19: Techno structural (Structures, technologies, positions etc.,) & Strategic interventions: Techno structural: Balanced scorecard; business process reengineering; downsizing and outsourcing; OD INTERVENTIONS : OD INTERVENTIONS TRADITIONAL Individual: Third party Laboratory training Career/life Group: Process consultation Team building Organizational: Survey/feedback Environmental scanning NEWER Self-directed work teams Virtual team building Organization transformation Learning organizations Search conferences Performance management Appreciative inquiry BRITISH AIRWAYS : BRITISH AIRWAYS (Goodstein & Burke, 1991) STRATEGIC INTERVENTION - Redefinition of the business from transportation to service TECHNO-STRUCTURAL INTERVENTIONS - Appointed new CEO and top management team Downsizing the workforce from 59,000 to 37,000 Use of diagonal task forces to plan change New Management Information System (MIS) BRITISH AIRWAYS : BRITISH AIRWAYS INTERPERSONAL INTERVENTIONS - Training and education Managing People First programs Emphasis on open communication Off-site team building meetings Peer support groups through change process HR MANAGEMENT INTERVENTIONS - New performance based compensation system Slide 23: Thank You

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Organisation Design & development08MBAHR341 : Organisation Design & development08MBAHR341 Organisation Design : Organisation Design Module 1: Organization (6 sessions) Module 2: Organisation design (7 sessions) Module 3: Structural dimensions of organisation design (5 sessions) Module 4: Contextual dimensions & structural options (10 sessions) Slide 3: Organizational development Module 5: Overview & foundations of Organizational Development (10 sessions) Module 6: Managing the OD process (6 sessions) Module 7: OD interventions (6 sessions) Module 8: The Future of OD (6 sessions) Organizational Development : Organizational Development Learning Objectivesof Module 1 : Learning Objectivesof Module 1 To provide a definition of OD. To describe the historical development of OD. First order & second order change To understand Values assumptions & believes in OD Characteristics of OD Foundations of OD Slide 7: OD Is: Systematic process For applying behavioral science principles & practices in organisations To increase individual & organizational effectiveness. Slide 8: Behavioural science (or Behavioral science) involves the systematic analysis and investigation of human behaviour through controlled and experimental observations Burkes Definition of OD : Burkes Definition of OD OD is a planned process of change in an organizations culture through the utilization of behavioral science technology, research, and theory. Frenchs Definition of OD : Frenchs Definition of OD OD refers to a long-range effort to improve an organizations problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants. Beckhards Definition of OD : Beckhards Definition of OD OD is an effort (1) planned, (2) organization-wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organizations processes, using behavioral science knowledge. Slide 12: Why OD..? Most cited reasons for beginning change program: The level of competition. Survival. Improved performance. How does OD Work? Lewins 3 Phase OD Model : How does OD Work? Lewins 3 Phase OD Model UNFREEZING Resistance to change lessened, need for change created (Equilibrium disturbed) MOVING From old behavior to the new (Changes) REFREEZING Change made permanent Slide 14: History of Organizational Development History of OD : History of OD Relatively new field of study 40s & 60s No unifying theory just models of practice Emerged from study of group dynamics & planned change. Late 40s T-groups training groups, behavioral skills and individual insight into problem solving Four Stems of OD :

Four Stems of OD Laboratory Training Survey research and Feedback Action Research Socio- technical Approaches Laboratory Training : Laboratory Training NTL National Training Laboratory T-Group (Training) L-Group (Learning) RCGD (research center for group dynamics) Other universities set up training labs Invention of flip chart Next 10 years were tough frustration at inability to transfer NTL to real world began to train teams. Major Contributors Kurt Lewin (T-Group) Kenneth Benne, Leland Bradford and Ronald Lippitt. (L-Group) Slide 18: Chris Argyris 1957, Yale, First to conduct team building sessions with CEOs. Douglas McGregor 1957, MIT Started program in org studies Union Carbide transfer t-groups to complex organizations Robert Blake served in Psych unit of Army Air force Looked at systems rather than individuals in system on one-on-one basis Managerial Grid win/lose dynamics Slide 19: Warren Bennis Only T-grouper to actually try to reshape an organization from the top. Led to his study of leadership The Term OD Emerged from Baton Rouge T-groups called Development Groups At that time we wanted to put a label on the program at General Mills. We didnt want to call it management development because it was total organization-wide, nor was it human relations training. We didnt want to call it organization improvement because that is a static term, so we labeled the program organization Development meaning system-wide change efforts. Richard Beckhard Slide 20: Is a specialized form of Action research Developed by staff at survey research centre of Michigan university Rensis Likert . Floyd Mann The problem of how the company could best use the data from the survey to bring improvement in management & performance Survey research/feedback and OD Slide 21: Key executive perception of problems Consultation with behavioural scientist consultant Data gathering and diagnosis by consultant Further data gathering Feedback to key client or client group Joint action planning (objectives of OD programme and means of attaining goals, eg team building Data gathering Feedback to client group Discussion and work on data feedback and data by client group Action planning (determine objectives and how to get there) Action (new behaviours) Data gathering (reassessment of state of system) Feedback Discussion and work on feedback and emerging data Action planning Action Action Research stem Slide 22: W.R.Bion, Rickman- 1960 Travistock clinic , England Initial focus was group work Moved to organizations and communities Experiments with soldiers in group work Formed theories of group behavior Eric Trist Coal mines At Haighmoor leaderless groups 1947 resulted in a new approach to solve mine problems Industrial democracy, open systems & socio-technical systems Socio-technical & Socio-clinical OD Slide 23: 1. Interest in Organizational Transformation (Amir Levy & Uri Merry) qualitative, radical, discontinuous change involving a paradigmatic shift. 2. Interest in the Learning organization Argyris, Schon, Senge- They developed considerable interest in the Conditions under which individuals, team and organizations learning took place 2nd Generation OD Cont. : Senge Importance to Systems thinking (defined, as an approach to problem solving, as viewing "problems" as parts of an overall system, rather than reacting to present outcomes or events and potentially contributing to further development of the undesired issue or problem.) Learning disabilities that plague the organizations Different ways to think about complex problems. Used games & exercises to create an awareness of these disabilities & to develop different ways of thinking about complex problems. The origin of the vision is much less important than how it is shared Cont. Slide 25: 3. Interest in TQM Deming, Juran Ciampa -Total quality is typically a countrywide effort seeking to install & make permanent climate where employees continuously improve their ability to provide on demand products & services that customers will find of particular value

Slide 26: Ciampa then goes on to say that one element that separates successful TQ efforts from less successful ones is .a particular set of values about the individual and the individuals role in the organization. Total quality efforts in the companies encourage true employee involvement, demand teamwork, seek to push decision making power to lower levels in the company, and reduce barriers between people. . . These values are at the core of OD as well. 4. Interest in Visioning & future search : 4. Interest in Visioning & future search Senge believes Origin of vision is much less important than the proceedings whereby it comes to be shared He argues , visions should be connected with personal visions of people throughout the organizations Slide 28: 5. Rediscovering large meetings & getting the whole system in the room Bechard writes about Getting total management group of an organization together in a one day session to diagnose the state of the system & to make plans for quickly improving conditions 6. Others directions & areas of interest OD practitioners & theories were attracted towards BPR & core process designs Warner Burke & George Litwin : Warner Burke & George Litwin Transactional change Transformational change Transactional change ( First order change) : Transactional change ( First order change) This includes Evolutionary, adaptive, incremental, or continuous change Here The features change but fundamental nature of organization remains the same OD interventions are directed towards changes in organization structure, Management practices & systems including policies & procedures Transformational change ( Second order change) : Transformational change ( Second order change) This involves revolutionary Radical, discontinuous change In this type of change the nature of organization is fundamentally & substantially altered Here the OD interventions are directed towards revisiting mission & strategy, leadership & organization culture The interventions help organizations to redefine its vision , mission & strategy Slide 32: OD Practioner Slide 33: OD PRACTIONER THE ROLE OF THE OD PRACTIONER IS TO STRUCTURE ACTIVITIES TO HELP THE ORGANIZATION MEMBERS SOLVE THEIR OWN PROBLEMS AND LEARN TO DO THAT BETTER. Slide 34: What Do OD Practitioners Do? create an organizational vision and mission set goals and make decisions lead attract and retain good employees reduce turnover and absenteeism improve productivity resolve conflict Slide 35: design work coordinate departments and share information more effectively develop and implement change strategies change the organizational culture relate to the external environment anticipate and prepare for the future Cont.. Slide 36: The Organization Development Practitioner Internal and External Consultants Professionals from other disciplines Managers and Administrators Slide 37: Competencies of an OD Practitioner Intrapersonal skills Self-awareness Manage stress. Interpersonal skills Ability to work with others and groups Needs to understand point of view Practitioner must establish trust and rapport. Cont. :

Cont. General consultation skills Ability to manage consulting process Ability to design changes. Organization development theory Knowledge of change processes Understand their own role in the field of OD. Case Study : Case Study Identify the problems in this case What kinds of changes were prescribed by Mr Rao & why? Discuss why the changes did not produce the desired results in this situation If you were Mr Rao how you would have handled the situation? Slide 40: Lewins Change Model Unfreezing Slide 41: Action Research Model Feedback to Client Data gathering after action Problem Identification Joint action planning Consultation with a behavioral scientist Data gathering & preliminary diagnosis Joint diagnosis Action General model of planned change : General model of planned change Entering & contracting Diagnosing Planning & Implementing change Evaluating & Institutionalizing change Slide 43: CHARACTERISTICS OF ORGANIZATIONAL DEVELOPMENT