MATERI #6 Proses Perancangan Intervensi MISBAHUDDIN AZZUHRI SE. MM. CPHR®. CSRS®. 081 555 80 8899 081 233 72 8899 dinoazzuhri@live.com misbachazzuhri@gmail.com

Learning Objectives To discuss criteria for effective interventions To discuss issues, considerations, constraints, ingredients, and processes associated with intervention design To give an overview of the various interventions used in the book To understand the different elements of a successful change program To understand how leadership is linked to change activities To understand the issues associated with evaluating OD interventions To understand the process of institutionalizing OD interventions and the factors that contribute to it Learning Objectives

Basic Strategies to Change Structural. Technical. Behavioral.

Intervention Definition An intervention is a set of sequenced and planned actions or events intended to help the organization increase its effectiveness. Interventions purposely disrupt the status quo. Intervention Definition

Characteristics of Effective Interventions Is it relevant to the needs of the organization? Valid information Free and Informed Choice Internal Commitment Is it based on causal knowledge of intended outcomes? Does it transfer competence to manage change to organization members? Characteristics of Effective Interventions

The Design of Effective Interventions Contingencies Related to the Change Situation Readiness for Change Capability to Change Cultural Context Capabilities of the Change Agent Contingencies Related to the Target of Change Strategic Issues Technology and structure issues Human resources issues Human process issues The Design of Effective Interventions

Intervention Overview Human Process Interventions Technostructural Interventions Human Resources Management Interventions Strategic Interventions Intervention Overview

Human Process Interventions Coaching Training and Development Process Consultation and Team Building Third-party Interventions (Conflict Resolution) Organization Confrontation Meeting Intergroup Relationships Large-group Interventions Human Process Interventions

Techno-structural Interventions Structural Design Downsizing Reengineering Employee Involvement Work Design Techno-structural Interventions

Human Resources Management Interventions Goal Setting Performance Appraisal Reward Systems Career Planning and Development Managing Work Force Diversity Employee Stress and Wellness Human Resources Management Interventions

Strategic Interventions Integrated Strategic Change Mergers and Acquisitions Alliances and Networks Culture Change Self-designing Organizations Organization Learning and Knowledge Management Strategic Interventions

Change Management Activities Motivating Change Creating Vision Developing Political Support Managing the Transition Sustaining Momentum Effective Change Management Change Management Activities

Motivating Change Creating Readiness for Change Sensitize the organization to pressures for change Identify gaps between actual and desired states Convey credible positive expectations for change Overcoming Resistance to Change Provide empathy and support Communicate Involve members in planning and decision making Motivating Change

Discover and Describe the Organization’s Core Ideology What are the core values that inform members what is important in the organization? What is the organization’s core purpose or reason for being? Construct the Envisioned Future What are the bold and valued outcomes? What is the desired future state? Creating a Vision

Developing Political Support Assess Change Agent Power Identify Key Stakeholders Influence Stakeholders Developing Political Support

Sources of Power and Power Strategies for Change Agents Individual Sources of Power Knowledge Others’ Support Personality Power Strategies Playing it Straight Using Social Networks Going Around the Formal System Sources of Power and Power Strategies for Change Agents

Managing the Transition Activity Planning What’s the “roadmap” for change? Commitment Planning Who’s support is needed, where do they stand, and how to influence their behavior? Change-Management Structures What’s the appropriate arrangement of people and power to drive the change? Managing the Transition

Change as a Transition State Current State Transition State Desired Future State Change as a Transition State

Sustaining Momentum Provide Resources for Change Build a Support System for Change Agents Develop New Competencies and Skills Reinforce New Behaviors Stay the Course Sustaining Momentum

Issues in Evaluating OD Interventions Implementation and Evaluation Feedback Measurement Select the right variables to measure Design good measurements Operational Reliable Valid Research Design Issues in Evaluating OD Interventions

Implemen-tation and Evaluation Feedback Feedback aimed at guiding implementation efforts Milestones, intermediate targets Measures of the intervention’s progress Evaluation Feedback Feedback aimed at determining impact of intervention Goals, outcomes, performance Measures of the intervention’s effect Implemen-tation and Evaluation Feedback

Sources of Reliability Rigorous Operational Definition Provide precise guidelines for measurement: How high does a team have to score on a five-point scale to say that it is effective? Multiple Measures Multiple items on a survey Multiple measures of the same variable (survey, observation, unobtrusive measure) Standardized Instruments Sources of Reliability

Face Validity: Does the measure “appear” to reflect the variable of interest? Content Validity: Do “experts” agree that the measure appears valid? Criterion or Convergent Validity: Do measures of “similar” variables correlate? Discriminant Validity: Do measures of “non-similar” variables show no association? Types of Validity

Elements of Strong Research Designs in OD Evaluation Longitudinal Measurement Change is measured over time Comparison Units Appropriate use of “control” groups Statistical Analysis Alternative sources of variation have been controlled Elements of Strong Research Designs in OD Evaluation

Evaluating Different Types of Change Alpha Change Movement along a stable dimension Beta Change Recalibration of units of measure in a stable dimension Gamma Change Fundamental redefinition of dimension Evaluating Different Types of Change

Institutionali-zation Framework Organization Characteristics Institutionalization Processes Indicators of Institutionalization Intervention Characteristics

Organization Characteristics Congruence Extent to which an intervention supports or aligns with the current environment, strategic orientation, or other changes taking place Stability of Environment and Technology Unionization Organization Characteristics

Intervention Characteristics Goal Specificity Programmability Level of Change Target Internal Support Sponsor Intervention Characteristics

Institutionali-zation Processes Socialization Commitment Reward Allocation Diffusion Sensing and Calibration Institutionali-zation Processes

Indicators of Institutionali-zation Knowledge Performance Preferences Normative Consensus Value Consensus Indicators of Institutionali-zation

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