1. Organisation Development Intervention Techiques
-Tarak Bahadur KC, PhD

2. Contents
OD Intervention
Purpose
Strategies / Techniques
Mode /Level

3. 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

4. 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 organisation 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

5. 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.

6. Purpose of OD Interventions
Why OD Interventions?
Interventions are vehicle for causing change, which:
Disrupt the Status Quo
Address organisational problems
Organisational transformation
Enhance efficiency and effectiveness
Improving HR capacity

7. Perceived Org. Performance
Conceptual Framework
OD Interventions Output Outcome
Individual
Intervention
Selection
T&D
Counseling
Promotion
Structural
Intervention
Org. design
Job design
Down sizing
Human Output
Individual commitment & Involvement
Perceived Org. Performance
Improvement in cereal production
Process
Intervention
Goal setting
Team building
Decision making
Beer, 1980

8. Types / Classification of Change Strategy or Intervention Techniques
Changing the Organisation’s Structure
Changing the Organisation’s Technology
Changing the People / Behaviour
Integration of these three strategies for successful OD intervention is must.

9. Integrated Approach to Change

10. Intervention Mode Level of Oragnisation Target Group
Top (Policy) Level
Middle Level
Operational Level
Target Group
Individual
Team
Organisation
Organisational Elements
Human
Technical
Structural
Process

11. Interventions designed to improve the effectiveness of Individuals
Life and Career Planning activities
Education and Training
Mentoring, Coaching and Counseling
T-group (Sensitivity training)
Job redesign
Gestalt OD
Behavior modeling
Individual goal setting / 360 degree feedback
Performance appraisal
Leadership development
Values Clarification and Value Integration
Conflict Management
Action Learning
Self-Awareness Tools
Reflection
Responsibility Charting

12. Interventions designed to improve the effectiveness of Teams
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
Gestalt OD
Visioning
Quality of work life programmes
Quality circles
Force field analysis
Self managed teams
Process consultation

13. Interventions designed to improve the effectiveness of the Organisation
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

14. Interventions designed to improve the Process
Continuous Process Improvement
Process Reengineering
TQM
Benchmarking
Six Sigma
Procedural Manuals
Work Simplification

15. A Successful OD Intervention
Communicate more openly
Collaborate more effectively
Take more responsibility
Maintain a shared vision
Solve problems more effectively
Show more respect and support for others
Interact with each other more effectively
Be more inquisitive
Be more open to experimentation and new ways of doing things

16. Conclusion
Intervention is vehicle for causing change. One of the critical aspects of making an intervention successful is being certain the person responsible for implementing change has a good knowledge of intervention appropriate to the situation.

17. Who will take initiative?
May-14

18. Who will take initiative?
May-14

19. Thank You