Organizationa

l
Development
Interventions
 OD
INTERVENTIONS
INTERVEN
E
“To intervene is to enter
into an ongoing system of
relationships, to come
between or among persons,
groups, or objects for the
purpose of helping them.”
Chris Argyris
(July 16, 1923 – November 16, 2013
INTERVENTION
Interventions are sets of structured activities
in which selected organizational units engage in a
series of tasks which will lead to organizational
improvement.
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.
 CRITERIA FOR
EFFECTIVE INTERVENTIONS
1. The Extent to Which it (the
Intervention) fits the needs of the
organization.
2. The degree to which it is based on
causal knowledge of intended
outcomes.
3. The extent to which the OD
intervention transfers change-
management competence to
organization members.
 Factors that Impact the Success
of OD Interventions
1. Factors relating to Change Situation
These relate to the environment of the
organization and include the physical and
human environment.
A. Readiness for
B. Change
Capability to
Change
C. Cultural Context
D. Capabilities of the
Change Agent
 2 Factors that Impact the
Success of OD Interventions
2. Factors Related to the Target of
Change
These relate to the specific targets at
which OD interventions are targeted. The
targets of change can be different issues of
the organization and at different levels.

A.Organizational Issues

B.Organizational Levels
A. Organizational Issues
1.Strategic Issues
2.Technology and Structure Issues
3.Human Resource Issues
4.Human Process Issues
B. Organizational Levels
OD interventions are
aimed at different levels
of the organization:
individual, group,
organization and trans-
organization
 TEAM
INTERVENTIONS

Alex B.
Hermogeno
 GROUPS TEAMS
1. A number of persons 1. A form of group
2. Usually reporting to a 2. Has some
common superior characteristics in
greater degree
than ordinary
groups
3. Having some face-to- 3. And a higher
face interaction degree of
interdependency
and interaction
4. Persons have some
degree of
interdependence in
carrying out tasks for
 TEAM INTERVENTION
The purpose of this team is to
help employees/members of the team
that are struggling in some way.
This usually refers to
performance but can
include emotional /
behavioral / social
concerns.
DIFFERENT TYPES OF TEAMS
1. Cross-Functional Teams
Comprised of individuals with functional
home base but they meet regularly to solve
ongoing challenges requiring input from a
number of functional areas
2. Effective Teams
Effective teams are relaxed, comfortable and
informal.
3.High Performance Teams
Have strong personal commitment to each
other commitment to other’s growth and
success.
DIFFERENT TYPES
OF TEAM
INTERVENTION
TEAM BUILDING
These activities focus on task issues
such as the way things are done, the
skills and resources needed to
accomplish tasks, the quality of
relationship among the team members or
between members and the leader, and
Interventions
how well the teamfocus
gets its job done.
on:
1. Formal Groups
2. Special Groups
 4 MAIN AREAS OF
TEAM INTERVENTION
1. Diagnosis
2. Task Accomplishments
3. Team Relationships
4. Team and Organization
Processes
THE FORMAL GROUP DIAGNOSTIC MEETING
Its purpose is to conduct a general critique
of the performance of the group and to uncover
and identify problems on which they will work
on.
“Where we are going” and “how we are
going.”
After sharing the data throughout the
group, next steps are: discussing the issues,
grouping the issues in terms of themes, and
getting a preliminary look at the next action
steps.
 PROCESS CONSULTATION
INTERVENTIONS
Primary emphasis is on processes such as
communications, leader and member roles in
groups, problem solving and decision making,
group norms and group growth, leadership and
authority, and intergroup cooperation and
competition.
It places greater emphasis on diagnosing and
understanding process events
 STEPS IN TEAM INTERVENTION
Step 1 - Identify At-Risk Population
It must be determined which members are “at-risk”.
The lowest 10% in each level will be the target group.
Step 2 - Initial Intervention Team Meeting
Review data with all personnel in attendance.
Brainstorm interventions. Other interventions may
have been agreed upon during the initial Intervention Team
meeting.
Step 3 - Interventions Begin
Step 4 - Second Intervention Team Meeting
Step 5 - Request for Further Testing
 TEAM INTERVENTIONS
1. Clarify Direction
2. Inspiring Performance
3. Building Relationships and Trust
4. Conflict Management
5. Relating to the External World
 INTER-GROUP
AND THIRD
PARTY
INTERVENTIONS
Cherry Andrea G.
Lucero
• The focus of this is on improving
intergroup relations.

• OD methods provide ways of

increasing intergroup co-operation
and communication.
• Blake, Shepherd and Mouton
have developed activities
applicable to stressed situations in
the forms of steps.
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’S APPROACH TO
THIRD PARTY
PEACEMAKING
Walton has presented a
statement of theory and practice for
third-party peacemaking
interventions that is important in its
own right and important in its own
right and important for its role in
organization development.
 FOUR ELEMENTS OF
WALTON’S MODEL FOR
DIAGNOSIS OF CONFLICT
SITUATION:
1. The conflict issues.
2. Precipitating
circumstances.
3. Conflict relevant acts.
4. The consequences of the
conflict.
 SOURCES OF
CONFLICTS
SUBSTANTIVE EMOTIONAL
ISSUES ISSUES
 Involves
 Involves negative
disagreements over
feelings between
policies and practices,
the parties
competitive bids for
(Examples: anger,
the same resources
distrust, scorn,
and differing
resentment, fear,
conceptions of roles
rejection)
and role relationships.
 Requires
 Require problem -
restructuring
solving and bargaining
perceptions and
behaviors between the
 WALTON’S OUTLINE FOR
PRODUCTIVE CONFRONTATION
(PROCESS OF ADDRESSING CONFLICT)

1. Mutual positive motivation.

2. Balance of power.
3. Synchronization of
confrontation others.
4. Differentiation and integration of
different phases of the intervention
must be well paced.
5. Conditions that promote openness
should be created.
6. Reliable communicative signals.

7. Optimum tension in the situation.

 ORGANIZATION MIRROR
INTERVENTION
• It is a technique
designed to work unites
feedback in how other
elements of
organization view them.
• Set of activities in which host
group receives feedback about how
it is perceived and regarded from
reps across organization.
 PARTNERING
• Used in situations where two or
more entities are likely to incur
unnecessary and/or cost overruns.

• A variation of
team building and
strategic planning
 COMPREHENSIVE
OD INTERVENTIONS

Junior Hilario
 COMPREHENSIVE
OD INTERVENTIONS
These are the
interventions that are
comprehensive in the
terms of the extent to
which total
organization is involved
and/or the depth of
cultural change
addressed.
GETTING THE WHOLE SYSTEM
IN THE ROOM

Getting all the key

actors of a complex
organization or system
together in a team
building for future
planning kind of session.
 BECKHARDS
CONFRONTATION MEETING
The confrontation meeting is
developed by Richard Beckhard, is one
day meeting of
the entire
management of an
organization, in
which they take a
reading of their own
organizational
health.
 PROCESS OF
CONFRONTATION MEETING
PROCESS DURATION
1. Climate Setting 45 – 60 mins
2. Information Collecting 60 mins
3. Information Sharing 60 mins
4. Priority setting and
75 mins
group action planning
5. Immediate follow-up by
60 – 180 mins
top team
120 mins (four-six
6. Progress Review
weeks later)
STRATEGIC MANAGEMENT
ACTIVITIES
The concept is described by Schendel
and Hofers 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.
 6 MAJOR TASKS OF
STRATEGIC MGT
ACTIVITIES
1. Goal Formulation- Defining Mission
& purpose
2. Environmental analysis- SWOT
Analysis
3. Strategy formulation
4. Strategy evaluation
5. Strategy implementation
6. Strategic control
 STREAM ANALYSIS
• Developed by Jerry Porras is a
valuable model for thinking about
change and for managing change.
• 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.
 STEPS OF STREAM ANALYSIS

1. Categorizing the important features

of organizational work setting in to four
streams. a. Organizational
arrangements
b. Social factors
c. Technology
d. Physical Setting
 STEPS OF STREAM ANALYSIS
2. Diagnosing the problems and barriers
to effectiveness

Classifying the problems into four streams.

4. Identifying the
core problems by
noting the
interconnections
between the
problems.
 SURVEY FEEDBACK
It’s a process of systematically
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.
 2 COMPONENTS OF
SURVEY FEEDBACK
ACTIVITIES

1. Climate or attitude survey

2. Feedback workshop
 GRID
ORGANIZATONAL
• It’s aDEVELOPMENT
six phase program lasting
about three to five 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 enables individuals and groups to
assess their own strengths and
weaknesses.
 PHASES IN GRID
ORGANIZATONAL DEVELOPMENT
Phase 1: The Managerial Grid
Phase 2: Teamwork Development
Phase 3: Intergroup Development
Phase 4: Developing an Ideal
Strategic Corporate Model
Phase 5: Implementing the Ideal
Strategic Model
Phase 6: Systematic Critique
 STRUCTURAL
INTERVENTION

Nacer Ferreras
STRUCTURAL INTERVENTION
• It is called as techno structural
interventions.
• This class of interventions includes
changes in how the overall work of an
organization is divided into units, who
reports to whom, methods of control, the
arrangement of
equipment and
people, work flow
arrangements and
changes in
communications and
 6 TYPES OF
STRUCTURAL INTERVENTION
1. Structural Design
is largely associated
with experiments
attempted to create
better fit among the
technology, structure
and social interactions of
a particular production
unit.
 PREMISES OF
SOCIOTECHNICAL SYSTEM
1. Effective work system must jointly
optimize the relationship between their
social and technical parts.

2. Such system must effectively manage

the boundary separating and relating
them to the environment.
 TYPES OF
STRUCTURAL INTERVENTION

2. SELF-MANAGED TEAMS
A self-managed team has total
responsibility for its defined remit.
That remit might be a specific project.
A self-managed team thrives on
interacting skill sets,
on shared motivation
and shared
leadership.
3. WORK REDESIGN
Hackman and Oldham – theoretical
model of what job characteristics lead to
the psychological states that produce
what they call “HIGH INTERNAL WORK
MOTIVATION”
FIVE CORE JOB CHARACTERISTICS
1. Skill Variety
2. Task Identity
3. Task Significance
4. Autonomy
5. Feedback from Job
4. QUALITY OF WORK LIFE (QWL)
An attempt to restructure multiple
dimensions of the organization and to
institute a mechanism, which
introduces and sustains changes over
time.
 QWL FEATURES
1.Voluntary involvement on the part of
employees
2.Union agreement with process and
participation.
3.Assurance of no loss of job
4.Training for team problem solving
5.Use of quality circles
6.Participation in forecasting, work planning
7.Regular plant and team meetings.
8.Encouragement for skill development.
9.Job rotations.
5. REENGINEERING
The fundamental
rethinking and radical
redesign of business
processes to achieve
dramatic improvements in
critical, contemporary
measures of performance,
such as cost, quality,
service, and speed.
 6. 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.