The document discusses organizational development (OD) interventions, which are structured actions aimed at enhancing organizational effectiveness through various techniques at individual, team, intergroup, and organizational levels. It highlights individual interventions such as sensitivity training, coaching, and stress management, detailing their objectives, advantages, and disadvantages. A case study on the self-renewal of a school system illustrates the application of these interventions to improve organizational dynamics and effectiveness.

1. Individual Interventions Presented by:
Namrata Jadhav
MET Bandra

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. 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. 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. Classification-Individual Interventions

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. 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. 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. Transaction Analysis
• 3 Ego states
Parent
Child
Adult
• Types of Transaction
Reciprocal transaction
Crossed transaction
Duplex or Covert transaction

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. Stress management
• Effect of stress
• Stress defense mechanism
• Individual approach:
– Time management
– Physical exercise and relaxation
– Practicing good habits
– Other contributing factors

12. Stress management(contd.)
• Organization approach
– Introduce changes in work
– Improving organization communication
– Organization initiatives

13. Career Planning
• Need for career planning
• Career Planning Process

14. • Features of empowerment
• Need for Empowerment
• Job Satisfaction
• Job Involvement
• Organizational Commitment
Employee Empowerment
Attitudinal Change

15. Advantages of Individual Intervention
• Managing Employees
• Helps in Organisational Development
• Development of interpersonal skills
• Team Building
• Career Guidance

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. 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. Results from OD Interventions
• Feedback
• Awareness of changing Socio cultural Norms
• Increase Interaction and Communication
• Education
• Confrontation
• Participation
• Increased Accountability and Optimism

20. A successful OD intervention
• Communicate more openly
• Collaborate more effectively
• Take more responsibility
• Maintain a shared vision
• Solve problems more effectively

21. • 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

22. Case Study
Self Renewal of a School System
Facilitators: Ravi J Matthai, Udai Pareek and T V Rao for
Sanawar and Udai Pareek

23. 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.

24. 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.

25. 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.

26. 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.

27. 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.

28. Thank
You