1. MATERI #6 Proses Perancangan Intervensi
MISBAHUDDIN AZZUHRI
SE. MM. CPHR®. CSRS®.

2. 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

3. Basic Strategies to Change
Structural.
Technical.
Behavioral.

4. 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

5. 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

6. 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

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

8. 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

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

10. 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

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

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

13. 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

14. 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

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

16. 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

17. 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

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

19. 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

20. 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

21. 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

22. 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

23. 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

24. 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

25. 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

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

27. 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

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

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

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

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MISBAHUDDIN AZZUHRI
SE. MM. CPHR®. CSRS®.