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Individual intervention - Organizational Development

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Types of Individual Intervention, Detailed description on Interventions.
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Individual intervention - Organizational Development

  1. 1. Individual Interventions Presented by: Namrata Jadhav MET Bandra
  2. 2. What is an OD Intervention?  It is a set of sequenced, planned actions or events intended to help an organization to increase its effectiveness.  It attempts to change an organization or sub-unit toward a different and more effective state.  Interventions range from those designed to improve the effectiveness of individuals through those designed to deal with teams and groups, intergroup relations and the total organization.  Individual interventions may include education, training, conditioning, exercises, stretching, and awareness.
  3. 3. Major OD Interventions Techniques The techniques that OD practitioners use to bring about change. Intervention techniques focus on 4 categories: Individual or interpersonal level. Team or Group level. Intergroup level. Process. Total organizational system level. Global.
  4. 4. Examples of Individual Interventions Laboratory Training Group (T-Groups) Leadership Development Coaching Multi-rater (360-Degree) Feedback Mentoring Job Design Self-Awareness Tools Job Descriptions Training, Education and Development Conflict Management Values Clarification and Value Integration Action Learning
  5. 5. Classification-Individual Interventions
  6. 6. Sensitivity Training • Social sensitivity in one word is empathy. It is ability of an individual to sense what others feel and think from their own point of view. • Behavioural flexibility is ability to behave suitably in light of understanding.
  7. 7. Goals of Sensitivity Training  Method of changing behaviour through unstructured group interaction.  Primary focus is on reducing interpersonal friction  Focuses on individual behaviour within groups.  Fuels emotional outburst.  Team members become aware of work-place dynamics.  Sensitivity toward those who are disabled
  8. 8. Behaviour Modelling  Learning by copying or mimicking behaviour.  Powerful ways to learn what behaviours are acceptable and what behaviours are objectionable. MODELLING AS OD TOOL  Resolve organizational issues  Instil a vested sense of responsibility  Simplify Project Management  Measure & Track  Respond rapidly
  9. 9. Transaction Analysis • 3 Ego states Parent Child Adult • Types of Transaction Reciprocal transaction Crossed transaction Duplex or Covert transaction
  10. 10. Johari Window Model • Open – Known to candidate as well as others • Blind – Known to others but not candidate • Hidden – Known to candidate but not others • Unknown – Neither the candidate knows about himself nor others
  11. 11. Stress management • Effect of stress • Stress defense mechanism • Individual approach: – Time management – Physical exercise and relaxation – Practicing good habits – Other contributing factors
  12. 12. Stress management(contd.) • Organization approach – Introduce changes in work – Improving organization communication – Organization initiatives
  13. 13. Career Planning • Need for career planning • Career Planning Process
  14. 14. • Features of empowerment • Need for Empowerment • Job Satisfaction • Job Involvement • Organizational Commitment Employee Empowerment Attitudinal Change
  15. 15. Advantages of Individual Intervention • Managing Employees • Helps in Organisational Development • Development of interpersonal skills • Team Building • Career Guidance
  16. 16. Disadvantages of Individual Intervention • Impossible to reach every person • More focus on psychological factors • Time Consuming • Difficulty in sustaining behaviour change • Outcomes are not measureable
  17. 17. Factors That Impact The Success Of OD Interventions • Factors relating to Change Situation: • Readiness for Change • Capability to Change • Capabilities of the Change Agent (OD Consultant)
  18. 18. Results from OD Interventions • Feedback • Awareness of changing Socio cultural Norms • Increase Interaction and Communication • Education • Confrontation • Participation • Increased Accountability and Optimism
  19. 19. A successful OD intervention • Communicate more openly • Collaborate more effectively • Take more responsibility • Maintain a shared vision • Solve problems more effectively
  20. 20. • 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
  21. 21. Case Study Self Renewal of a School System Facilitators: Ravi J Matthai, Udai Pareek and T V Rao for Sanawar and Udai Pareek
  22. 22. Self Renewal of a School System • Lawrence School Sanawar, and Doon School, Dehradun. • The principal of a school found, that everything was so smooth in his school he found it difficult to believe everything was so excellent. • Principal contacted Consultants. • Visited the school and identified overdependence of the Head Master as an issue.
  23. 23. Self Renewal of a School System • Also the faculty were losing initiative as result of their admiration for the head of the Institution. • Decided to conduct self renewal laboratory for the entire school, staff covering all the teachers. • Self renewal alb lasted for five days. • The school climate was measured and areas for improvement identified.
  24. 24. Self Renewal of a School System • Renewal included role negotiating exercises between the school teachers, principal, Head of departments, house masters etc. • Resulted in identification of a number of areas of improvement. • Task forces were established to improve various subsystems of the school like the teaching learning process, tutorial system etc.
  25. 25. Self Renewal of a School System • The task forces worked for over a year and brought changes in systems. • Top Management involved, Whole system involved, Change was planned, Sequential process followed. • Many interventions used: Task forces, self renewal workshop, role negotiations, training, survey feedback etc. • Aimed at organizational effectiveness and resulted in change.
  26. 26. Conclusion • Inform in advance the nature of intervention and the nature of involvement. • OD efforts has to be connected to the other parts of the organisation. • Evaluation is the key success. • Show employees how OD effort relates to the self goals and organisation goals.
  27. 27. Thank You

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