Q.3.

OD INTERVENTION Team Building Interventions include: Third party peacemaking: It is based on the fact that
OD interventions refer to various activities which a Role Analysis Technique: Role analysis each group must have to confront about the exiting
consultant and client organization perform for technique intervention is designed to clarify conflict. Confrontation is done by third party i.e.
improving organizational performance through expectations of team members to enhance team consultant. The third party must be able to
enabling organizational members better manage effectiveness. Many times, the role incumbent diagnose conflict situations. A diagnostic model based
their behaviour, their work group, and organizational (team members) may not have clear idea of the on four elements is
culture. behaviour expected from him/her and also what 1) The conflict issue
Most OD interventions are plans or programmes others can do to help incumbent to fulfil his/her role. 2) the precipitating circumstances in which conflict
comprised of specific activities designed to effect The concept was occurs.
change in some aspects of an organization. Role negotiation is a small group process in which an 3) The conflict relevant acts of the principals
Numerous interventions have been developed individual exchanges messages with another person, 4) consequences of the conflict.
over the years to address different problems or outlining the behavior that he/she views as helping or
create various results. However, they all are geared hindering his or her own productivity at work. After Thus, with the help of these four elements diagnosis or
toward the goal of improving the entire organization discussing and clarifying this feedback, dyads can source of conflict can be known. This helps in
through change. negotiate agreements based on an equitable deal. understanding & developing conflict resolution
Classification of OD Interventions Interdependency exercise This intervention is action plans.
OD interventions can be classified on two bases: useful if team members have expressed a desire to
Approach adopted in using OD interventions and improve cooperation among themselves and among System wide Interventions: -
Target of OD interventions.-------------------------- their units. This intervention helps to get Also called as techno structural interventions
On the basis of approach adopted in using OD acquainted, to surface problems and to provide refers to range of interventions aimed at
interventions, these are classified into two categories: information. This helps to clarify inter dependable improving organizational effectiveness through
Process interventions and Structural joints of the job and cooperation among the team changes in the task, structural, technological &
interventions. members can work out interdependencies, efficiently goal processes of an organization.
Process interventions are those which to be more productive and effective.
emphasize process to accomplish a change. The Appreciations & concerns Exercise - If the Socio technical System (STS): - According to this
diagnosis suggests one of the deficiencies in a team is theory, organizations are comprised of two
Structural interventions involve an adjustment lack of expression of appreciation and not dealing interdependent systems, a social system and a
or change in the with concerns or imitations of a group. Then this technical system any change in one system can affect
organization’s structure to accomplish changed goals. intervention can be of help. The exercise starts when the other system. To achieve high productivity and
TABLE1-(REF) facilitator asks the team members to list down two to employee satisfaction, an organization must optimize
On the basis of target of OD interventions, these three appreciations for each member & two to both systems. These optimization efforts have led
can be designed to improve the three concerns too. The face to face discussion is foundation to efforts of work redesign and
1. Individual OD interventions. 2. Team building carried organization restructuring.
OD interventions.3. Intergroup OD interventions 4. Responsibility Charting: - This technique helps
System wide OD interventions. to clarify who is responsible for what in various Self-managed work teams: - It is also
1) Individual Interventions: decisions and actions in a team. Many times what alternatively called as self regulating work groups,
Individual interventions mainly focus on looks simple on the paper may be complex in a reality. cross-functional teams, autonomous work groups,
training or educational experiences which are Different tasks are carried out by a team and every high performance teams etc. Self-managed work
aimed at individuals in a change effort. Individual team member would have different responsibility in team is an autonomous group whose members
OD interventions mainly includes: those tasks. Someone would be leading one task, the decide how to handle and manage their tasks. The
other may be approving the task, and still others team comprises of members from different parts of an
T-Group Training: The T-Group provides participants, contribute in a task but not at a responsible position. If organization and with different skills and
10 to 15 persons, with an opportunity to learn about roles are not clear then it can lead backgrounds.
themselves, their impact on others and how to Visioning: - The concept was developed by Ronald
function more effectively in group and Lippit and represents and intervention where team Work Redesign: - This model is an OD approach
interpersonal situations. Usually there is no leader, no members develop or describe of their vision of what as it comprises of diagnosis, participation, and
planned agenda and stated goal. The trainees can be they want their organization to be like in future may feedback and group development by
given any assignment like case study, role play, etc., be in a specified time frame------------------------------- redesigning the jobs
that leads the group interaction. The participants
would be encouraged to be thoughtful and Intergroup OD Interventions Survey research and feedback: Surveys are
understanding towards the feeling of others. Intergroup OD intervention activities designed to conducted for improvement. It is also considered as a
improve the effectiveness of interdependent groups- communication tool. It helps to facilitate dialogue
Behaviour Modelling: This is an approach that
group that must work together to produce a between employees and top management. Surveys
demonstrates desired behaviour, gives trainees the
common output. They focus on joint activities and the help to assess the current state of an organization
chance to practice and role-play those
output of the group as considered as a single system
behaviours and receive feedback
rather than as two subsystems. MBO: - Management by objectives is a process of goal
Life and Career Planning Activities: Activities focused Intergroup interventions include a better way of setting. It integrates individual goals with
on life and career objectives and how to go about working together, increased recognition of organizational goals. This approach includes improved
attaining them. Includes goal setting, assessment interdependence, less competition & more performance, effective communication and
and training. collaboration. participation which enhance morale and job
Coaching and Counselling Activities: The consultant satisfaction. MBO believes that if people are
works with org. members to Intergroup team building: - This intervention involved in setting goals, they will work harder and
a) define learning goals; is also known as confrontation. In this perform better.
b) learn how others see their behaviour, and intervention, the consultant must intervene to open
c) learn new behaviours to better achieve their goals. communication between two groups. It starts with Total Quality Management: -''It is continuous
intergroup team building meeting.This meeting quality improvement. It involves implementation
Key features are non-evaluative feedback and involves following steps. : of number of organization improvement
joint exploration of alternative behaviours. 1. Each group prepares the lists under the headings - techniques like quality circles, statistical quality
•How do we see ourselves? control, statistical process control; self managed
Instrumented Training: Instruments are usually
•How do we think other department sees teams, quality management systems and extensive
used to test abilities, attitudes, personality, styles
•How do we see other department? use of employee participation
or behaviour. Psychological tests,
questionnaires, projective techniques, etc., are 2. Then the group meets and discusses the list with
called instruments. Such instruments can be used for one of the team member as spokesperson. Quality Circle: - Quality circles are inherently
training. Instruments provide significant data which problem solving & goal setting & with aim of
3. Then the group separately meets to discuss enhancing product quality. Quality circles consist of a
the participants can use to enhance their insights, discrepancies & Feedback. It allows correcting the
and to prepare plans to experiment with new group of seven to ten employees, across the units,
perception & behaviors. who meet regularly to analyse and suggest quality
behaviour.
4. Cross groups are made with members from improvement plans. These suggestions are
Team Building Interventions: A team is defined each department and discuss diagnosis of the forwarded to steering committee for further action
as a form of group with small number of people lists & developing conflicfrreducing alternative. plan. The steering committee approves it and then
with complementary skills who are committed to a Together groups develop action plans for action plan is implemented. The follow up meeting is
common purpose, solving problems. conducted thereafter
Team Building Intervention activities designed to 5. A follow up meeting is scheduled to evaluate the
enhance the effective operation of system teams. progress Quality of work life (QWL): Is considered to be a
These activities focus on task issues such as the way Organization Mirror interventions: - It is a set of wide application of organizational improvement
things are done, the skills and resources needed to activities in which a particular organizational unit efforts. It attempts to restructure various
accomplish tasks, the quality of relationship among called as host group gets feedback from other groups dimensions of an organization. QWL is also
the team members or between members and the about how it is perceived, for this purpose meeting is characterized by employee participation. But the
leader, and how well the team gets its job done conducted. features of QWL project remains constant
Reengineering -called Business process Team Interventions The basic reasons for planned change are:
reengineering (BPR) is a system wide change The OD team interventions involve working with the To improve the means for satisfying economic needs of
approach focusing on basic processes of an cross-functional self- managed and high performance members To increase profitability
organization. It can be defined as fundamental To promote human work for human beings
team.
rethinking or redesigning of processes to achieve To contribute to individual satisfaction and social
The most important and significant team wellbeing.
improvement or change in performance intervention in OD is teambuilding activities. The planned change process comprises basically the
Team Building Interventions include: following three steps:
Learning Organization: - It is a system wide
a) Formal Group Diagnostic Meeting: The purpose 1. Planning for change
change program that emphasizes on continuous self- 2. Assessing change forces
of the formal group diagnostic meetings is to take
directed lemming that will lead to positive change 3. Implementing the change
stock of “where the group is going” and how the
and growth of individual, team and organization. 1. Planning for Change
group doing, its strengths and the problems to be
In the age of globalization, competition and new The first step in the process of change is to identify the
identified
internet technology, need for change and the area of changes in order to find
b) Formal Group Team Building: The formal out whether it is a strategic change, process oriented
Types of OD interventions: - group teambuilding meetings have the goal of change or employee oriented change. Once this need
1) Diagnostic activities: - These are fact finding improving the team’s effectiveness through the better is identified, the following general steps can be taken:
activities designed to find the current state of a client management of task demands, relationship demands a) Develop New Goals and Objectives: The manager
system. and group processes. must identify the new outcomes the organization wish to
2) Team building activities: - These are designed to c)Process Consultation Interventions: The achieve. This may be a modification of previous goals due
enhance effective operation of teams. These can focus to changed internal and external environment or it may be
process consultation model is similar to the team
on task-related issues such as the way things are done, a new set of goals and objectives.
building interventions except that the process
b) Select an Agent of Change: The next step is that the
necessary skills and resources, relationship quality consultation places greater emphasis on management must decide who will initiate and oversee
between team members and between team and leader, diagnosing and understanding process events. this change. One of the existing managers may be
and effectiveness. In addition, structural issues must Inter Group Interventions assigned this duty or even sometimes specialists and
be addressed (the nature of the team). “Outdoor The focus of inter group interventions is on improving consultants can be brought in from outside to suggest the
Adventure” teambuilding programmes are currently intergroup relations and the goals of these activities various methods to bring in the change and monitor the
very popular are to increase communications and interactions change process.
3) Intergroup activities: - -These are the activities between works related groups to reduce the c)Diagnose the Problem: The person who is appointed as
designed to improve effectiveness of interdependent amount of dysfunctional competition. the agent of change will then gather all relevant data
groups, ie those that must cooperate to produce a regarding the problem where the change is needed. This
common output. These focus on joint activities and the Third Party Peace Making Interventions data should be critically analyzed to pinpoint the key
output of the groups as a single system rather than 2 OD interventions can be used when two persons are in issues. Then the solutions can be focused on those key
subsystems conflicts. R.E Walton proposed a diagnostic model of issues.
4) Survey feedback activities: - These interpersonal conflict based on four basic elements: d) Select Methodology: The next important step is
activities relies gathering information that is 1. The conflict issue. 2. The precipitating selecting a methodology for change which would be
used in understanding problems or circumstances. 3. The conflict relevant acts of the commonly acceptable and correct. As the human
principals. 4. The consequences of the conflicts. tendency is to resist the change, employee's emotions
opportunities. Activities use questionnaires to
must be taken into consideration when devising such
generate information which is then used to identify Intervention tactics of the third party consist of methodology.
problems and opportunities structuring confrontation and dialogue between the e) Develop a Plan: After devising the methodology, the
5) Education and training activities: - Activities principals. The third party will intervene directly and next step will be to put together a plan as to what is to be
designed to improve individual’s skills, abilities and indirectly in facilitating dialogue between the done.
knowledge. Several activities and approaches are principals. He would be setting time boundaries on the f)Strategy for Implementation of the Plan: In this
possible, depending on the nature of the need interaction. stage, the management must decide on the 'when',
6) Techno structural or structural activities: - 'where' and 'how' of the plan. This include the right time
Activities designed to improve the effectiveness of Comprehensive OD Interventions of putting the plan to work, how the plan will be
organizational structure & Job design. Activities involve the whole system. They involve a communicated to the employees in order to have the least
could include either: Experimenting with collaborative effort between the client organizations resistance and how the implementation will be monitored.
new organizational structures and evaluating their and the consultants in both diagnosis and
effectiveness i.t.o. specific goals or Devising new ways 2 Assessing Change Forces
interventions. However, it must fit the realities
to bring technical resources to bear on problems The change process will never be successful unless
being experienced by the client system and must the cooperation of employees is ensured. Therefore the
7) Process consultation activities: - Activities engage the cooperation and goodwill of client system management will have to create an environment in
that help the client “perceive, understand and act
upon process events which occur in the client’s Q.4. PLANNED CHANGE which change will be amicably accepted by people.
Organizational change is the process by which the In a group process, there are always some forces who
environment”. The client gained insight into the favour THE CHAGES
human processes in organisations and learns skills organizations move from their present state to desired
state in order to increase their efficiency and called driving forces) and some forces that are against the
in diagnosing and managing them. Emphasis change (called restraining forces).
and authority and intergroup cooperation and effectiveness.
competition Organizations that learn and cope with change will Driving Forces are those forces, which affect a
8) Grid organisation development activities: - thrive and flourish and others who fail to do so will be situation by pushing in a particular direction. These
A six - phase model designed by Blake and Mouton wiped out. forces tend to initiate the change and keep it going.
involving the whole organisation. the model starts Restraining Forces act to restrain or decrease the driving
with upgrading individual manager’s skills and The ultimate objective of organizational change is to forces. Equilibrium is reached when the sum of the driving
leadership abilities, moves to improvement find new and improved methods of using the human forces equals the sum
activities, then to intergroup relations activities. and non-human resources to create value and improve of the restraining forces.
Later phases include corporate planning for returns to its stakeholders. There are three types of situations:
improvement, developing implementation tactics a) If the driving forces far out weight the restraining
The change may be due to either external or internal forces, management can push, driving forces and
and finally evaluation of the change in organisation
forces. overpower restraining forces.
culture. A long term process lasting up to 5 years
b) If restraining forces are stronger than driving
9) Third party peacemaking activities: - External forces affect the organizations both directly forces, management either gives up the change
Activities designed and conducted by skilled and indirectly. A few of these factors are: programme or it can pursue it by concentrating on
consultant to manage inter personal conflict in the driving forces and changing restraining forces into driving
process of organizational change. Intervention by a Technology
ones or immobilizing them.
skilled third party aimed at helping 2 organizational Marketing Conditions
c)If driving and restraining forces are fairly equal,
members manage their interpersonal conflict. Based Social Changes management can push up driving forces and at the same
on confrontation and an understanding of conflict and Political Forces time can convert or immobilize restraining forces.
conflict resolution processes Internal forces are too many and it is very 3. Implementing Change
10) Coaching & Counseling activities: - The difficult to list them comprehensively. Important Once the management is able to establish favourable
consultant works with org. members to a) define ones are: conditions, the right timing and right channels of
learning goals; b) learn how others see their behavior, Nature of the Work Force communication have been established, the plan will be put
and c) learn new behaviors to better achieve their Change in Managerial Personnel into action. After the plan has been implemented there
goals. Key features are non-evaluative feedback and should be evaluation of the plan which comprises of
Deficiencies in Existing Management Structure
joint exploration of alternative behaviors comparing actual results to the standards.
To Avoid Developing Inertia
Models and Theories of Planned Change
Organization development is planned change in an
Each of the above mentioned interventions includes Managing Planned Change organizational context. There are several models of
many activities. Some of the activities are problem planned change, the popular models are explained
specific & some are process specific A planned change is a change planned by the below: 1. Kurt Lewin-Unfreezing, changing and refreezing
Some of these interventions are— organization. Through planned change, an model. 2. Greiner’s Equential model. 3. The Burke–Litwin
TABLE-2(REF PAGE) organization can achieve its goals rapidly. Model of Organizational change. 4. Porras and Robertson
Model of Organizational change.5. Leavitt's System model