1. OD Interventions

2. We are busy !

3. Forethought
People want to change everything and, at the same time, want it all to remain the same.

4. Organization Development
Process of increasing organizational effectiveness and facilitating personal and organizational change through the use of interventions driven by social and behavioral science knowledge.
A process of fundamental change in organizational culture
Process of bringing to the surface those implicit behavioral patterns that are helping and hindering development.

5. OD Cycle INSIGHT Assessment Analysis Diagnosis ACTION RESULTS
Change Plan
Implementation
RESULTS
Evaluation

6. OD Needs Assessment
A systematic exploration of the way things are and the way they should be. These "things" are usually associated with organizational and/or individual performance.

7. Presentation of Assessment
Result of assessing needs in SWOT framework
Time
Preparation: 30 Min
Presentation: 10 Min for each group

9. SWOT Profile
Strengths
Weakness
opportunities
Challenges

10. It’s not what you know, but how you know it
Needs (gaps) are identified in 4 ways:
Types of Need
Normative
Relative
Expressed
Perceived

11. Form of Needs Normative
Defined as falling below a standard criterion established by custom, authority, or general consensus.
Strength:
Allows planners to use objective targets
Weakness:
Need levels change with time and must be re- evaluated

12. Forms of Needs Relative
Measured by the gap between the level of service between similar communities
Strength:
Can lead to a priority for distribution of limited resources
Weakness:
Limits resource allocation to under-performing areas

13. Forms of Needs Expressed
Defined in terms of the number of people who actually have sought help
Strength:
Focuses on situations where people have taken action
Helps to determine barriers
Weakness:
Not all people with Needs seek help
Loss of the bigger picture
Misses latent Needs

14. Forms of Needs Perceived
Defined in terms of what people think their needs are or feel their needs to be
Strength:
Easy to come by
Weakness:
Subjective

15. Each type of need may paint a different picture of the Gap !

16. Organization-Level Diagnostic Model
Inputs
Design Components
Outputs
General
Environment
Industry
Structure
Technology
Strategy Structure
HR Measurement
Systems Systems
Effectiveness
Organization
Culture
Cummings & Worley, 7e (c) 2001

17. Group-Level Diagnostic Model
Inputs
Design Components
Outputs
Organization
Design
Goal Clarity
Task Team
Structure Functioning
Group Group
Composition Norms
Team
Effectiveness
Cummings & Worley, 7e (c) 2001

18. Individual-Level Diagnostic Model
Inputs
Design Components
Outputs
Organization
Design
Group Design
Personal
Traits
Goal Variety
Task
Identity Autonomy
Task Feedback
Significance about Results
Individual
Effectiveness
Cummings & Worley, 7e (c) 2001

19. Intervention
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.
Argyris, C. (1970) Intervention theory and method. Reading, MA: Addison-Wesley

20. Dimensions of OD
People
Technology
Structure

21. McKinsey’s 7 S Framework

22. OD interventions
The planned activities clients and consultants participate in during the course of an OD programme for changing the status quo.
An action or set of actions designed to introduce changes in organization for improving its efficiency and effectiveness.
A set of planned change activities intended to improve organization's effectiveness, including quality of work life and productivity.
- Cumming, 1993

23. OD interventions
In a sense, intervention is any event, directed toward improving organizational effectiveness, that disrupts an organization’s normal way of operating.
- Smither, R. et al.,1970
Interventions sometimes involve a consultant from outside the organization, but many times management itself intervenes to make organizational changes.

24. Purpose of interventions
Interventions are vehicle for causing change, which:
Disrupt the Status Quo
Address organizational problems
Organizational transformation
Enhance efficiency and effectiveness
Improving HR capacity

25. OD Canvas Work in your group
Discuss appropriate intervention techniques (reference listed) for your identified need
Ask yourself why this technique is appropriate
Peer Review your group work

26. Integrated approch

27. Intervention mode Level of Organization Target Group
Top (Policy) Level
Middle Level
Operational Level
Target Group
Individual
Team
Organization
Organizational Elements
Human
Technical
Structural
Process

28. Individual level intervention
Life and Career Planning activities
Education and Training
Mentoring, Coaching and Counseling
T-group (Sensitivity training)
Job redesign
Behavior modeling
Reflection
Responsibility charting
Individual goal setting / 360 degree feedback
Performance appraisal
Leadership development
Values Clarification and Value Integration
Conflict Management
Action Learning
Self-Awareness Tools

29. Team level interventions
Team building: task / process directed
Interdependency exercise
Appreciative inquiry
Responsibility charting
Role analysis technique
Decision making, problem solving, planning, goal setting in team
Conflict management/ Confrontation meeting
Job enrichment
MBO
Appreciations and concerns exercise
Visioning
Quality of work life programmes
Quality circles
Force field analysis
Self managed teams
Process consultation

30. Organization level interventions
Socio-technical systems
MBO
Cultural analysis
Confrontation meetings
Visioning
Strategic planning
Performance management
Employee wellness / Reward system
Diversity management KM
Interdependency exercise
Survey feedback
Appreciative inquiry
QWL programmes
TQM
Physical settings
Large scale systems change
Succession planning
Structural changes / Restructuring: Downsizing, Decentralization and Centralization

31. The secret to change is to focus all of your energy not on fighting the old but on building the new.
- Socrates