2. Activity
You have
3 minutes to prepare and
3 minutes to conduct a presentation:
Present your self:
Name
Education and training received
Working experience
Training targets
2
3. Credentials
Education
• PGD, Training and Development, NCFE
• Post doc, Crisis Management, Harvard
• Ph.D., Organization Communication, Northwest Business School
• PGD, Industrial Relations, Keele
• B.Sc., Technical Management, Southeastern
• B.Sc., Computer Engineering, Southeastern
Expeience
• Vice President, Bilston College
• Professor, Monarch University
• Director, Shell, Greece
• Complex Project Manager, Olympic Games
• CEO, D Constructions, Olympic Project
• Sales Operations Manager, Sherwin Williams
• Consultant, European Commission, Entrepreneurial
Cooperation 3
4. Tell me – I will forget
Show me – I may remember
Let me get involved – I will
understand
4
6. Training Objectives
• Defining Organization Development
• Organizational Development Concepts and
Processes
• Choosing an Organization Design Model and
Approach
• Involving leaders and other stakeholders
7. Defining OD
• Organization Development:
– attempt to influence members of organization:
• expand their openness and
• take greater responsibility for their own actions
• Assumption:
– when people pursue objectives simultaneously,
– they discover new ways of working together that
– they experience as more effective for achieving
their own and organizational goals
8. Organization
• Organization: organism;
• An organized structure through which
• individuals cooperate systematically for a
particular purpose,
• made up of elements with varied functions
• that contribute to the whole and to collective
functions;
9. System
• System:
– A total of elements that are interacting.
– composed of interdependent parts, components, or
subsystems and delineated by identifiable boundaries.
– interdependence, interconnectedness, and
interrelation between the elements of a set that is
constituted as a whole.
• All systems are mechanisms that transform input
in output by way of an internal mechanism that
differs from one system to another.
10. Effective organization rules:
• the organization must have an effective program
for the recruitment and development of talent.
• organization capable of continuous renewal is
that it is a hospitable environment for individuals.
• organization has built-in provisions for self-
criticism.
• there must be fluidity in the internal structure.
• the organization must have some means of
combating the process by which men become
prisoners of their procedures.
11. Organization conditions
• The ability to take in and communicate
information reliably and validly.
• Internal flexibility and creativity to make the
changes which are demanded by the information
obtained (including structural flexibility).
• Integration and commitment to the goals of the
organization from which comes the willingness to
change.
• An internal climate of support and freedom from
threat, since being threatened undermines good
communication, reduces flexibility, and
stimulates self-protection rather than concern for
the total system.
12. System
• Input: energy, matter, information.
• Transformation mechanism: specific activities
which modify and convert the input into output.
• System has identifiable boundaries that represent
the interface between that system and its
environment.
• These borders are permeable, but it must be
noted that most changes and activities take place
within them, not outside them.
13. Open system
• Open system: has goals that indicate the reasons
for which that entity exists and functions.
• These goals cannot exist irrespectively of the
values and requirements of their environment.
• Organization’s outputs represent the most
accurate reflection of its purposes, and these
outputs may or may not be accepted by the
environment.
14. Open system:
• Resistance to change: explained by the
systems’ homeostatic nature,
• Differentiation explains organization’s growth
and propensity towards bureaucratization,
• Death of organizations can be explained by its
inability to create negative entropy.
15. Organization Change
• Change: new state of things, different from
the old state of things
• Organizational change: a state of transition
between the current state and a future one,
towards which the organization is directed.
16. Success of a change criteria
• Success of change criteria:
– Reaches the goal for which it has been
implemented;
– Does not exceed the deadline or the budget set
– Leads to positive economic and operational
results in a reasonable amount of time, results
that outrun the costs of its implementation;
– Is perceived as a success by both inside members,
as well as outside members of the organization.
17. Categories of resistance:
• Protesters: Who openly make their objections known
to the organization and colleagues; however, once
issues are identified they can be considered and
managed.
• Zombies: Have no strong opinion and are happy to go
along with any proposed changes without offering any
constructive comment.
• Saboteurs: Like to show that the old ways were fine,
openly find fault with any new systems or process
change and seek opportunities to make the change fail.
• Survivors: Accept the change and make best use of any
new situation for their own advantage.
20. Conditions calling for OD efforts
• The need to change a managerial strategy.
• The need to make the organization climate more consistent
with both individual needs and the changing needs of the
environment.
• The need to change “cultural” norms.
• The need to change structure and roles.
• The need to improve intergroup collaboration.
• The need to open up the communications system.
• The need for better planning.
• The need for coping with problems of merger.
• Need for change in motivation of the work force
• Need for adaptation to a new environment
21. Assess your organization using the
self-assessment tool:
Pillars of organizational development:
1. Vision and mission
2. Organizational structure
3. Governance
4. Information flow and decision making
5. Management of people
6. Stakeholder engagement & retention
7. Technology and infrastructure
8. Financial oversight and management
9. Organizational renewal
22. 1. Vision & mission
• The vision of our organization describes exactly what the world would look
like if we are successful in achieving our goals and is widely understood.
• The mission of our organization describes exactly how we will achieve our
vision and what our values are.
• Our staff and governance members know what our vision and mission are
and are deeply committed to our organization’s purpose.
• When we develop a new long-term or strategic plan, we review our vision
and mission to make sure it is still relevant.
• When we plan new activities, we refer to our organization’s vision and
mission. We use it as a reference point to help us decide what we will do
and, more importantly, what we will not do.
• When we communicate with people outside our organization, our
messages reflect our vision and mission.
• We have ways to assess and measure whether we are achieving our
mission.
• We review our vision and mission annually to make sure it is still relevant
given any significant changes in our working environment (e.g. political
changes, work of other organizations).
23. 2. Organizational structure
• An approved job description with clear lines of responsibility and
reporting is completed for all positions whether they are paid or
volunteer positions.
• Our organization provides a safe and healthy work environment.
This includes suitable and safe working conditions in addition to
clear, documented expectations regarding acceptable employee
behavior and dealing with harassment.
• Our organization has stated and documented operating principles
or values that guide our day-to-day operations (e.g. participation,
transparency, gender equality).
• Management responsibilities in our organization are clear. We know
who is responsible for managing finances, human resources,
planning, fundraising.
• The structures, systems and processes in our organization are set
up in ways that enhance the ease of doing our work (e.g. staff
workload allocation, coordination of tasks, decision making,
information collection).
25. 3. Governance
• Our organization has a functioning Board of
Directors or equivalent governance body that
provides effective oversight and strategic
direction.
• Our organization has a policy that governs its
Board of Directors, which covers issues such as
board composition, required skills, recruitment
process, length of term, diversity, etc.
• Our Board members receive an orientation to our
organization and their role.
• Working relations between our staff and Board
are positive, productive and respecting of the
distinction between the two roles.
26. 4. Information flow and decision
making
• Decision-making processes and who has authority to make which
decisions in our organization are clear to all involved and work well.
• We have effective ways for people in our organization to
communicate with one another, so that everybody has access to
the information they need to do their work (e.g. staff meetings,
email protocols).
• We have effective ways to manage the information that comes into
our organization, so people have what they need, but are not
overwhelmed (e.g. shared files, databases, intranet).
• We have identified public spokespeople for our organization, and
everyone understands and respects these roles.
• We have processes and systems in place to ensure that we have the
right information required for making decisions.
• We are able to make important decisions in a timely manner in
order to capitalize on opportunities and minimize risks.
27. 5. Management of people
• INDICATOR: YES NO MAYBE
• Our organization has human resource management policies
that are documented and have been approved by the
appropriate authority such as the organization’s
governance body.
• Our human resource management policies comply with
legislation in the jurisdiction that the organization operates
in.
• Our human resource management policies are reviewed on
a regular basis and revised as necessary.
• Our organization has a formal process in place to review
staffing needs on an annual basis, which results in a plan to
address those needs.
• Recruitment and selection for paid or unpaid positions is
through an objective, consistent and documented process.
28. 5. Management of people
• All new employees or volunteers who are offered a position
with our organization sign a letter of agreement that
outlines the working relationship between the individual
and the organization including salary, benefits and working
hours.
• All staff and/or volunteers have clear job descriptions and
receive a thorough orientation to our organization and their
role in it.
• We review the performance and workload of all staff and
volunteers and provide regular feedback.
• We have had no serious personnel problems in the past
three years (e.g. firings, legal disputes, long-term unstaffed
positions).
• We deal effectively with conflicts within our organization
when they arise.
• Employees and volunteers have the skills and support they
need to be effective in their roles.
29. 6. Stakeholder engagement &
retention
• We have good working relations with the people
outside our organization that we work with most
closely (e.g. beneficiaries of the programs, members,
donors, partners).
• We regularly and transparently communicate with our
members, program beneficiaries and partners.
• We often consult with our members, program
beneficiaries and relevant partners for feedback on
how well we are delivering on our mission, and ideas
for new programs or activities.
• Our program beneficiaries, members, partners and
volunteers are proud to work with our organization and
speak highly of the value of our work.
• Each year, our organization sustains and deepens our
relationships with partners, program beneficiaries,
members and other key stakeholders.
30. 7. Technology and infrastructure
• The tools, equipment and processes used currently are suitable and
adequate to produce high quality performance.
• The physical work space (off-site or on-site) can accommodate the
work that needs to be done and the people that need to do it.
• The physical layout of the workspace allows for the best
coordination and accomplishment of tasks.
• There are systems and processes in place to collect, track and
report on information that is important to the work of the
organization.
• The workspace is accessible and conducive to people with
disabilities.
• There are adequate supplies available for the work that needs to be
done.
• There is adequate infrastructure (internet access, phones,
photocopier, and work stations) to support the work that needs to
be done.
31. 8. Financial oversight and
management
• Our organization has written financial policies and procedures that are
properly used (e.g. budgeting, expense authorization, purchasing, cheque
signing).
• Our organization has an annual budget that we monitor regularly and
report on to our governance body.
• We have financial systems that are understood and used by relevant staff
and management (e.g. monitoring performance against budget and
making adjustments, planning and monitoring cash flow, allocating
expenditures).
• Our financial management systems are overseen by a qualified accountant
or other relevant professional.
• Our financial management systems include internal controls to ensure
that more than one person is involved in financial oversight.
• Our organization's accounts are examined periodically by an accredited
external accounting body and no significant issues have been raised for
three years.
• Our organization knows where most of the money it needs for the next
year will come from.
• Our organization has a fundraising or revenue-generation strategy and
everyone is clear on their role in executing it.
32. 8. Financial oversight and
management
• We receive revenue from a variety of sources,
(e.g. government or institutional donors, sale of
products or services, membership fees, individual
donations, special events).
• When we develop funding proposals, we include
a realistic amount for our own administrative
costs, and include the value of non-cash/in-kind
contributions we receive (e.g. volunteer hours,
donated equipment or space).
• The money we receive is spent on activities we
think are most important to fulfil our vision and
mission.
33. 9. Organizational renewal
• Our organization has considered how it would handle a
change in leadership, and we know what we would do if
our leader left the organization.
• We encourage professional development among our staff
and volunteers.
• We recognize the contributions of all staff and volunteers
with appropriate appreciation.
• Our organization has established clear policies and
practices that support employee work/life balance so that
people can be effective and motivated in their positions for
a long time.
• We regularly reflect on how well we are working together
and make adjustments as needed to work flow or work
loads of individuals.
• We have a working strategy in place to engage potential
new supporters, employees, members and volunteers in
our work.
34. Level of interventions
• Macro intervention (affects entire
organization):
– strategic analysis,
– presence of vision or mission for development,
– reorganizing of the work process at organization
level.
– strategic job setting,
– restructuring
35. Level of interventions
• Major Intervention (one unit of production):
– forming of a unit,
– planning or strategic positioning,
– programs for continuous formation,
– recruiting new leaders.
36. Level of interventions
• Intergroup intervention:
– strategies of forming intergroup teams,
– restructuring work teams and
– reorganizing the work process.
37. Level of interventions
• Intervention at staff level:
– development of personnel,
– professional development,
– reorganization of positions and
– development of leaders.
38. Changing priorities:
at individual level
• From
• Acquiring skills
• Few needs satisfied by
belonging to organization
• Socializing within a narrow
and stable set of roles that can
last a lifetime, like being born
in a certain chaste
• Getting satisfaction mainly out
of identifications, attitudes or
skills that are more or less
permanent
• To
• Learning to learn
• Various needs satisfied by
belonging to organization
• Socializing within a wide
range of roles that can be
activated as the individual
grows and develops
• Getting satisfaction mainly
out of identifications,
attitudes or skills that may
quickly appear and
disappear
39. Changing priorities
at an organization level
• From
• Stability
• Predictability and loyalty
to the organization
• Hierarchy and constraint
from few to control ma
• Stable work
relationships, but hard to
develop and present
even after their
conclusion
• To
• Change or choice
• Creativity and dedication in
fulfilling the tasks
• Freedom materialized in
self-direction and self-
control
• Work relationships that
bring satisfaction, but can
be stabilized rapidly and
disappear together with
their importance
40. Changing priorities
at bureaucratic organizations level
• From
• Setting a routine
• Programmed decisions
• Competencies, technologies, and
stable and simple markets
• On-again-off-again activity
• Stable products and programs
products and programs
• Requirements coming from the
hierarchy
• Department-oriented
• Centralized development
• To
• Creativity in theory; adaptability in
practice
• New decisions
• Competencies, technologies and
variable and complex markets
• Continuous activity
• Continuously changing products and
programs
• Requirements related to tasks,
technologies and professions
• System-oriented
• Development of certain autonomous
units
41. Resistance to change cause
• Personal interests : protect their interests, which they
perceived as threatened by change.
• Misunderstanding and mistrust: produced by lack of
info, which generates uncertainty, perception of
danger, defensive reaction.
• Incompatible evaluation: same change have different
meanings for individual
• Low tolerance to change: ability to accept change, to
confront the unknown.
• The desire not to lose something of value
• Lack of decision making abilities
• Lack of experience in implementing change
• Historical factors – experience with other changes
43. Planned Change Model
• Recognition: agent of change and organization
explore together
• Penetration: Develop a mutual agreement
• Diagnosis: Identify objectives that can sustain
changes
• Plan: Identify steps & possible resistance to
change
• Action: Implement the action plan
• Stabilization and Evaluation: Evaluate the success
of change and need to continue or stop process
• Termination: Depart from the organization, or the
end of a project and the beginning of another
44. Planned change
• Planned change: systematic process of well
led events, monitored by constant
surveillance.
• Goal:
– anticipating events and
– searching for new ways of improving the situation
• It is initiated
– within the organization,
– in response to needs in environment
– affect many segments of company
45. Change phases
1. Unfreeze: Create motivation and need for
change
• Non-confirmation or the lack of confirmation
• Creating a sense of guilt or anxiety
• Offering psychological safety
46. Change phases
2. Change through cognitive reconstruction:
Assisting in:
• accomplishing,
• judging,
• feeling and
• reacting to different things based upon a new
point of view attained by:
– Identification with a new model or mentor
– Search of new relevant information in the
environment
47. Change phases
3. Refreezing: Assistance offered in integrating
the new point of view in:
• their personality as a whole, and
• their self-esteem
• The system of significant relations
48. Warner Burke model
1. Initiation:
– first client-consultant encounter,
– realize compatibility for a collaboration
2. Contracting:
– sign written agreement with the partners’ claims,
– contributions and responsibilities
– necessary resources, deadlines, expected effects
3. Diagnosis:
– determining the state of fact of the organization,
– based on collecting and analyzing data
49. Warner Burke model
4. Feedback:
– client possesses analyzed and processed info
– Have clearer image of the organization’s situation
5. Planning change:
– choose alternative solutions,
– critical analysis,
– select final solution
– develop action plan
6. Interventions: implementing the action plan
7. Evaluation of the program’s effects
50. Target-areas of diagnosis:
• Areas of interest in applying the diagnosis:
• 1. Systemic components (external environment,
organizational system taken as a whole,
subsystems as elements that compose the
organizational system)
• 2. The processes (intra-systemic):
– setting objectives
– making decisions
– planning
– communication
– collaboration between groups, teams or subunits
– solving conflicts.
51. Stages of diagnosis:
Preparing
1. Preparing the diagnostic analysis (pre-
diagnosis) which comprises activities:
– defining the study area,
– building a team responsible with making the
diagnosis,
– selecting the most adequate methods and
instruments necessary for its accomplishment.
52. Stages of diagnosis: Investigation
Collecting and systematizing data
2. Investigation and analysis with the sub stages:
• 2.1. Collecting and systematizing data from
fields of interest: financial, commercial, of
production, human resources, research-
development, management
• The objectives influence the methods and the
instruments of collecting information
– questionnaire,
– interview,
– observation,
– secondary analysis
53. Stages of diagnosis: Investigation
Significant symptoms
• 2.2. Emphasize the significant symptoms,
which make a noticeable differences between:
– performance standards expected to be
accomplished,
– actual performance actually been accomplished
• These can be analyzed by using quantitative
and qualitative methods.
54. Stages of diagnosis: Investigation
Strong and weak points
• 2.3. Emphasizing:
– strong and weak points,
– causes that generate them,
• Analysis must result in achieving the
connection between:
– significant symptom and
– primary causes.
56. Stages of diagnosis: Investigation
Post diagnosis
• 2.5. Post diagnosis involves:
– final point in the study’s explanation
– distributing the study to all members and units
• who are involved or
• directly affected by the program of change
– discussing the issues
– giving the recommendations a final shape
– create implementation program (interventions)
with clear specifications regarding:
• competences,
• responsibilities and
• application deadlines.
57. Model of organizational diagnosis:
• model originates in the open systems model,
is designed on 3 levels:
– each of them counting the inputs,
– the components that correspond to that level,
– the outputs
58. Organizational level dealing with:
• Inputs:
• Strategy: action plan which defines how an
organization is going to use its resources to
obtain competitive advantages in the
environment it acts.
• Task environment: sum of the parts of the
outside environment, which are relevant in
achieving the goals:
– suppliers,
– clients,
– competition
59. Organizational level dealing with:
• Components (at the organizational level):
• Technology: way the organization turns
resources into products, production
methods, technologic fluidity and equipment.
• Structure: ways of distributing work
according:
– horizontal components and
– vertical hierarchic levels.
60. Organizational level dealing with:
• Measurement and control systems: methods
– collecting, evaluating and disseminating info
regarding groups and individuals in organization;
– it controls and detects deviations from aims.
61. Organizational level dealing with:
• System of human resources: set of activities
which aim to maximize the results with regard to
the investment made by the organization in
human capital:
– personnel planning,
– recruitment,
– selection,
– integration,
– leadership,
– motivation,
– evaluation,
– development,
– discipline
62. Organizational level dealing with:
• Organizational culture: set of
– values and
– beliefs
– shared by the majority of organization members,
– who tend to preserve and promote them.
63. Outputs (at the organizational level):
• Organizational effectiveness: measurable
through the
– impact it has on the environment,
– conversion of some of the results into
investments
64. At a group level:
• Inputs:
• Organizational design: refers to the
components that correspond to the
organizational level which forms the
framework in which groups perform their
activities.
65. At a group level:
• Components (corresponding to group level):
• Task structure: way in which the design of
the group task is set
– it varies along 2 dimensions:
• settlement of task behavior (specific to the task)
• coordinating the group members.
• Components: refers to the group members
according to several criteria of separation
(age, training, experience, aptitudes).
66. At a group level:
• Components (corresponding to group level):
• Performance rules: members’ beliefs about
the way the group must fulfill the tasks;
– it derives from the interaction of group members
– serves as guide to group behavior.
• Interpersonal relationships: psycho-social
aspects of human relationships in a group,
which affect its activity and working capacity.
67. At a group level:
• Outputs (at a group level):
• Group’s effectiveness: be measured by:
– quality of the decisions made,
– teamwork,
– group cohesion
68. At an individual level:
• Organizational design: components which
form the framework in which the individual
represents the smallest unit.
• Group design: group, team, service, dept. to
which the individual and job position belong.
• Personal features: age, education, experience,
aptitudes
69. Components (corresponding to the
individual level):
• Variety of aptitudes: range of corresponding
activities and habits, required by job position
• (Work) task identity: measures the degree to
which a job position requires/implies the
unfolding of a professional activity, segment
which is identifiable and relatively complete.
• Task importance: degree to which the work
performed according to job position has a
significant impact on environment / society.
• Autonomy: degree to which a job’s characteristics
offer more freedom of work planning and
establishing the work methods
70. Components (corresponding to the
individual level):
• Feedback of results: degree to which a certain
type of professional activity supplies the
worker with direct and clear info regarding the
efficiency of his performances.
71. Outputs (at individual level):
• Individual effectiveness: measured through:
– the quantity of the work
– the quality of the work,
– professional satisfaction,
– absenteeism,
– professional development
72. Collection and Analysis of Info
• I. Preliminary Stage: Relationship Development
between Consultant and Members
• Important relationship: its nature influence:
– quantity,
– quality
– usefulness of the collected info.
• It is similar to a diagnostic contract.
73. Collection and Analysis of Info
• Set guidelines consisting of guiding questions,
which guarantee to consultant a good and an
effective collaboration with representatives:
– 1. Who is the consultant? (Introducing person)
– 2. Why is the consultant in the organization, and
what does he have to do?
• defining objectives of diagnosis,
• explaining the role of diagnosis in the program of
organization change
74. Collection and Analysis of Info
• 3. Who does he work for? Whom does he
represent?
• Who asked for him?
– a manager or a group of managers
– managers + employees or Employees
• 4. What consultant want from representatives and
why?
– quantifies the effort and time put in by members;
– emphasis placed on voluntary nature of participation
75. Collection and Analysis of Info
• 5. How consultant protects confidentiality?
– if anonymity is guaranteed, employees give
straight answers
• 6. Who gets access to the results of the data?
– Emphasis: diagnosis relies on collaboration,
– employees should identify the causes of their
own problems based on the data they provided
76. Collection and Analysis of Info
• 7. What’s in it for the organization members?
– give clear explanations regarding the benefits
that will lead to an improvement of org’s status
• 8. Can the consultant be trusted?
– questions on consultant’s ability to give good
answers
– face-to-face discussions with people involved in
the program
77. Collecting Info
• The most common are:
– questionnaire,
– interview,
– observation
– consulting secondary sources (the organization’s
documents).
78. Questionnaire
• Types according to several criteria:
• a. The criterion of coverage:
– general for the entire organization
– focused on certain organizational aspects
• b. The criterion of applicability:
– standardized
– particularized (adapted to the organization’s specifics)
• c. The criterion of construction:
– closed questions (with predetermined, set questions)
– With open questions
– mixed
• d. The criterion of the fill-in:
– Direct fill-in (by the respondent)
– indirect fill-in (by the operator)
79. Questionnaire
• Advantages
– easy to apply and analyze
– can be applied to a great number of people,
even simultaneously
– can be applied to all employee categories
– the results can be promptly analyzed with the
assistance of computers
– guarantees quick feed-back to the diagnosed
data
80. Questionnaire
• Disadvantages
– answers are limited by the questions asked;
– some details are impossible to clarify
– non-empathic (impersonal)
– information about the organizational structure,
behavior and context are difficult to obtain
– tendency to over-interpret data
– tendency to use standard models excessively
81. Interview
Types (according to several criteria):
• a. Degree of structuring:
– structured
– semi-structured
– unstructured
• b. Number of respondents:
– individual
– group
82. Interview
• Advantages
– flexibility in asking questions, that gives way to the
investigation of new issues identified in process
– ability to adapt the initially planned questions to
– favors the development of empathic relations
that may lead to the releasing of valuable info
– group interviews save time and allow interviewees
to expand on each other’s answer
83. Interview
• Disadvantages
– costly (especially in what time is concerned)
– Respondents’ subjectivism
– Interviewers’ subjectivism
– the temptation to manipulate
– difficulty in quantifying and interpreting data
– highly skilled specialists are needed
84. Observation
• Advantages
– relatively simple method
– adaptive
– exempt from the interviewees’ subjectivism
– collects data, not impressions, on behaviors
– may generate new interesting hypotheses
85. Observation
• Disadvantages
– time costly
– observer may affect the behavior of the observed
– distortions of the observer’s subjectivism
– requires special skills of the observer
– difficulties in encoding and interpreting
information and data
86. Consulting Secondary Sources
• uses secondary sources such as:
– archives, sheets, files, recordings or other internal
documents related to issues of:
• absenteeism,
• complaints,
• delays, of the quality and quantity of the products
created and services provided, and of correspondence
with suppliers, clients and government
87. Consulting Secondary Sources
• Advantages
– useful in analyzing output at all 3 levels
(organizational, group, individual)
– relatively objective (does not depend on the
subjectivism and/or prejudice of respondents or
consultant)
– info used is likely to be quantified and reported
every so often, a fact which allows a statistical
analysis
88. Consulting Secondary Sources
• Disadvantages
– validity-related issues: change measurement and
recording systems may give false impression of
actual status of the organization
– difficulties in accessing info
– difficulties of interpretation and (re)encoding
– reduced coverage of the target issues
89. Interventions in Organization
Development
• Interventions: sets of structured activities in
which certain organizational components
(target groups or individuals) are hired in
order to fulfill objectives regarding systemic
improvement or personal development
90. Implementing interventions
• I. Creating intervention strategy within each
program regarding organization change, which
can answer fundamental questions, such as:
– What do we want to accomplish?
– Which activities bring us closer to our objectives?
– Which is the adequate moment, optimum duration
and appropriate way for interventions to unfold?
– What has diagnosis taught us about obstacles and
barriers, about the desire to change, about the
necessary sources of energy, etc.?
91. Implementing interventions
• II. Proper structuring of activities
1. for including the relevant individuals who will
be affected by the problem
2. for those target individuals to be oriented
towards the problems or opportunities
identified by consultants and members
3. for objectives and reaching ways to be clear
4. to guarantee a high probability of success
92. Implementing interventions
5. insure theoretical and practical knowledge gains
6. for members to be unrestricted rather than
anxious and defensive
7. for members to learn how to solve problems and
to learn how to learn
8. for individuals to gain more knowledge regarding
the task to be done and the process of how to do it
9. for individuals to commit themselves with full
force of personality.
93. Implementing interventions
• III. Proper selection and initiation of interventions:
• 1. to maximize diagnosis data:
• 2. to maximize effectiveness by arranging interventions in
such a way as previous actions to contribute to making
following actions more effective
• 3. maximize effectiveness by saving time, energy, money
• 4. maximize the speed at which improvement is achieved
• 5. maximize relevance,
– by initiating interventions with an impact on the individual and
organizational culture,
– those which have an impact on task and performance;
• 6. to minimize psychological and organizational stress
94. Interventions are expected to produce:
• 1. Feedback: acquire knowledge about others, group
processes or organizational dynamics, to which the
individual has not had access prior to that moment, info
which should portray an objective image of reality
• 2. Awareness of changing current socio-cultural or
dysfunctional norms: people tend to follow the new rules
of the game, change their behavior and attitude when they
see a discrepancy between what current conditions offer
them and what they want to attain
• 3. Intensified interaction and communication: leads to
changes in individuals and groups’ behaviors, since it allows
them to judge the level of compatibility on a social level
from the point of view of values and beliefs
• 4. Confrontation: revelation and analysis of different norms,
values, beliefs for the elimination obstacles which delay
effective interaction
95. Interventions are expected to produce:
• 5. Education: promotes theoretical knowledge,
aptitudes, practical skills, beliefs
• 6. Participation: an increase in the number of
individuals involved in problem solving process, in the
decision making process, new ideas will improve the
decision making process, how readily decisions will be
accepted, level of job satisfaction
• 7. Increasing responsibility: clearly defined
responsibilities and keeping those under inspection will
lead to better performance
• 8. Improved optimism and energy: motivational
activities will induce individuals to seek a brighter
future, one which at the same time is within reach
96. Taxonomy of Interventions
• Interventions regarding human interaction:
focused on those who work within an
organization and on their interaction with one
another, such as:
– communication,
– leadership,
– problem solving,
– group dynamics
• This particular category includes the following
types of interventions:
97. Interventions: human interaction
• Procedural consultation: focuses on
relationships and social dynamics exhibited in
individuals who work in groups.
– Consultant: helps members to diagnose the way
the group operates and to find solutions in order
to combat dysfunctional conflicts, communication
breakdown or ineffective working norms.
– Goal: get individuals to attain necessary ability to
isolate their deficiencies and solve them.
98. Interventions: human interaction
• Intervention of the third party: focuses on
dysfunctional interpersonal relationships
within organizations.
– Interpersonal conflict:
• can result from problems of professional nature such as:
– disagreement over methods of operation,
• can stem from problems of a social nature, such as:
– communication breakdown.
– He who intervenes (3rd party) aids those involved
in conflict resolution through negotiation and
compromise.
99. Interventions: human interaction
• Team building: focuses on effectiveness
growth of teams fulfilling tasks assigned.
– diagnoses group processes and structures
problem solving, examine group tasks, the roles
undertaken by members and the strategies
adopted in order to fulfill the various tasks.
– He who intervenes can offer professional advice
regarding the tasks.
100. Interventions: human interaction
• Research feedback.
– Collect info regarding the organization
– send this info back to managers and employees,
– so that they can isolate their problems
– initiate measures to resolve them.
• In order to collect the necessary data,
questionnaires are usually, and the feedback is
given mostly starting at the higher levels and
going down the hierarchy.
101. Interventions: human interaction
• Organizational confrontation (conflict) meetings.
Used:
– when it is perceived that increased level of stress at
the organizational level,
– when management must organize its available
resources to address certain urgent problems.
• Goal: to mobilize employees so that they can:
– identify the problems,
– set targets
– take action.
• It involves several groups of employees.
102. Interventions: human interaction
• Intergroup relations. Similar to 3rd party
– helps employees through conflict resolution,
– apply to conflicts between groups or departments.
• Consultant:
– helps involved to identify the causes of conflict
– choose the appropriate solution to the problem,
• start with behavioral solutions (minimizing interaction
among those involved to a bare minimum)
• come to solutions concerning attitude (changing the
way in which those involved perceive one another)
103. Techno-structural interventions
• Techno-structural interventions: directed
towards the relationship between:
– Employees
– Technology: work methods and the flow of
technology
– Organizational Structures: division of labor,
organizational hierarchy and labor design.
• This category includes:
104. Techno-structural interventions
• Integration and differentiation. contingent
approaches affecting to organizational design.
• Differentiation: departmental design within
the organization,
• Integration: methods employed to coordinate
them, the departments;
• Both are compared to the level of safety and
stability within the environment in which the
organization operates.
105. Techno-structural interventions
• Structural design. Division of labor, the result
leading to three types of structure:
– functional structures: barrier the organization in
departments specialized in specific tasks;
– productive structures: with organizations ordered
in departments or production units;
– matrix structures: establish organizational
structures by grouping the departments and
production units together.
106. Techno-structural interventions
• Collateral (Guarantee ) organization.
– creates a parallel organization which can be used
by management team to supplement the initial
one.
• Collateral organizations:
– relatively informal in nature and
– attempt to solve problems that the formal
organization cannot solve.
107. Techno-structural interventions
• Quality of professional life. Focus on:
– employee’s status in the organization
– organizational effectiveness.
• Emphasis: on promoting employee participation
in the decision making process.
• They could include:
– improvements to the work design,
– reward system,
– participation structure,
– work environment and conditions:
• workday schedule,
• physical conditions,
• instruments
• machinery employed
108. Techno-structural interventions
• Work design. Focused on: structuring the work
performed by teams and the workplace of
individual.
• Work design Interventions :
– approaching the problems of socio-technic systems
– design of working teams:
• self adjusting,
• adapt unaided to behavioral targets with no external control
– develop job positions by providing employees with:
• greater diversity of tasks,
• greater autonomy and
• improved feedback regarding work results.
109. Intervention in the management of
human resources
• Intervention in the management of human
resources focuses on staff policies of the
organization in question, paying close
attention to the integration mechanisms for
individuals within organizations.
110. Intervention: HRM
• Setting objectives. Aims at attainment of a
better correlation between the objectives of:
– organization and
– staff management, through
• managers‟ and employees‟ improved communication
• setting common objectives (individually or as group).
• These are to meet on a regular basis in order
to plan activities, to assess accomplishments
with a view to achieving objectives.
111. Intervention: HRM
• Reward systems.
• Concerned with conceiving and structuring
rewards to improve:
– performance and
– level of employee satisfaction
• Imply: innovative approaches regarding issues:
– wage,
– promotion
– paid vacations,
– additional insurance
– private pensions
112. Intervention: HRM
• Career planning and development.
• Focuses on helping people to choose a career
and organizations appropriate for them and
on reaching one’s objectives with respect to a
professional career.
• Addressed to managers and to qualified
personnel, and it seeks the improvement in
quality of one’s professional life.
• Symptoms expressed by anxiety or
hypertension.
113. Intervention: HRM
• Stress management.
• Help members to handle the dysfunctional
consequences of work related stress.
• Helps managers to reduce sources of stress
and conflicting working tasks and unclear
working tasks
• To reduce stress-related symptoms expressed
by anxiety or hypertension.
114. Strategic interventions
• Strategic interventions: directed towards:
• overall strategy,
• way the organization utilizes resources to gain
an advantageous position within environment
• This category includes the following types of
interventions:
115. Strategic interventions
• Planning open systems.
• This method helps organizations and their
subunits to:
– systematically evaluate their relations with the
environment
– improve them.
116. Strategic interventions
• Corporate culture. Focuses on:
• support for organizations for the development of
a cultures (values, beliefs, norms) suitable to:
– its strategies
– environments in which they operate.
• development of a strong corporate culture which
will determine the members of an organization to
aim their efforts in the same direction.
117. Strategic interventions
• Management of strategic change. Involves a
change within the organization, as an answer
to unstable environment
• It implies modifying 3 organizational systems:
– technical,
– political
– cultural.
118. Appreciative Inquiry
• Appreciative inquiry: uses the same steps as
the ODP with one major modification.
• Instead of exploring the full range of strengths
and weaknesses of an organization’s culture,
the assessment stage uses a narrative
approach to surface only positive aspects of
the organization’s culture.
119. Appreciative Inquiry
• Research Challenge: Determine focus and
trajectory of an interdisciplinary research
program while building strong teams
• OD Solution: Identify organization strengths
and build on those assets, moving toward a
shared understanding and shared dream of
the future
• Description of Tool: 4 step process that
engages all stakeholders in conversation to
determine focus
121. AI Process: 1. Discovering
• Reflect: high moment.
• Share story and reflect on root causes of
success.
– Does not need to be directly connected to project.
• Provide your observations and experiences
when teams are passionate and connected.
• What are some of the strengths of your team
you would want regardless of the future path?
• You wake up and it is 2022, what do you see
that is new, different, changed, better?
122. Step 2: Dreaming
• What could be the breakthrough?
• How could the world change with our advancements in
knowledge?
• Use visuals, storytelling, storyboarding creativity plays
a big role
• The power of the story….“words create worlds”
• Help summarize the dream, that is built off the
strengths.
• Find the common ground.
• This becomes the guiding vision for the project
123. Step 3: Designing
• Tactical steps to developing project teams.
• Creating assignments/responsibilities
• Mapping out a timeline
• Developing work-streams
• Organizing the team around the shared dream
• The necessary staff, skills, systems, structures
124. Step 4: Destiny
• This matches our questions of sustainability
and institutionalization.
• How do we make this work within the system?
• How does this align to the system? Who needs
to keep the vision going?
• This is the equivalent of the management plan
for carrying out the grant project.
