Designing Interventions 7 Designing Interventions

Describe the interventions presented in the text. Discuss how contingencies related to the change situation affect the design of effective organization development (OD) interventions. Discuss how contingencies related to the target of change affect the design of effective OD.

Definition of an Intervention 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.

Four Major Types of Interventions Human Process Interventions Technostructural Interventions Human Resources Management Interventions Strategic Change Interventions

Human Process Interventions Process Consultation Third-party Interventions (Conflict Resolution) Team Building Organization Confrontation Meeting Intergroup Relations Large group Interventions

Technostructural Interventions Structural Design Downsizing Reengineering Parallel Structures Total Quality Management High-Involvement Organizations Job Enrichment Self-managed Work Teams

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

Strategic Change Interventions Organization Design Learning Organizations Integrated Strategic Change Built-to Change Organizations Culture change Mergers and Acquisitions Dynamic Strategy Making Alliances Self-designing Organizations Networks

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?

Designing Effective Interventions Contingencies Related to the Change Situation Individual differences among organization members Organizational factors (management style, technical uncertainty) Dimensions of the Change Process (degree of top management support) Expertise of the change practitioner Cultural Values and Economic contingencies

Cultural Values Context Orientation Power Distance Uncertainty Avoidance Achievement Orientation Individualism

Context Orientation The extent to which meaning in communication is carried in the words Organizations in high context cultures tend to value ceremony and ritual, the structure is less formal, there are fewer written policies, and people are often late for appointments

Power Distance Extent to which members of a society accept that status and power are distributed unequally in an organization Organizations in these cultures tend to be autocratic, possess clear status differences, and have little employee participation

Uncertainty Avoidance The extent to which members of a society tolerate the unfamiliar and unpredictable Organizations in these cultures tend to value experts, prefer clear roles, avoid conflict, and resist change

Achievement Orientation The extent to which people in a society value assertiveness and the acquisition of material goods Organizations in these cultures tend to associate achievement with wealth and recognition, value decisiveness, and gender roles are clearly differentiated

Individualism The extent to which people in a society believe they should be responsible for themselves and their immediate family Organizations in these cultures tend to encourage personal initiative, value time and autonomy, accept competition, and autonomy is highly valued

Economic Development Subsistence Economies Industrializing Economies Primarily agriculture-based Industrializing Economies Moderately developed and tend to be rich in natural resources Industrial Economies Highly developed and emphasize nonagricultural industry

Cultural and Economic Contexts of International OD Practice Cultural Fit with OD Practice Low High Moderate South Pacific South America Middle East India South Africa Level of Economic Development Central America Eastern Europe Asia United Kingdom Scandinavia USA High

Contingencies Related to the Target of Change Organizational Issues Strategic Issues Technology and Structure Issues Human Resources Issues Human Process Issues Organizational Levels Individual, group, organization and transorganization

Strategic Issues What are the functions, products, services, markets of the organization How to gain competitive advantage How to relate to environment What values will guide organizational functions

Technology & Structure Issues How to divide labor How to coordinate departments How to produce products or services How to design work

Human Resources Issues How to attract competent people How to set goals and reward people How to plan and develop people’s careers

Human Process Issues How to communicate How to solve problems How to make decisions How to interact How to lead