The document discusses the design of effective organizational interventions. It defines an intervention as a set of planned actions intended to increase organizational effectiveness by disrupting the status quo. Effective interventions are relevant to organizational needs, are based on causal knowledge of intended outcomes, and transfer change management skills to members. The design of interventions considers contingencies like readiness for change, capabilities, and cultural context. Interventions can target human processes, technostructure, human resources management, or strategy. Examples provided include coaching, reengineering, and culture change.

1. Organization Development and Change
Thomas G. Cummings
Christopher G. Worley
Designing Interventions

2. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
9-2
Learning Objectives
for Chapter Nine
• To discuss criteria for effective
interventions
• To discuss issues, considerations,
constraints, ingredients, and processes
associated with intervention design
• To give an overview of the various
interventions used in the book

3. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
9-3
Definition of Interventions
An intervention is a set of sequenced and
planned actions or events intended to help the
organization increase its effectiveness.
Interventions purposely disrupt
the status quo.

4. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
9-4
Characteristics of
Effective Interventions
• Is it relevant to the needs of the organization?
– Valid information
– Free and Informed Choice
– Internal Commitment
• Is it based on causal knowledge of intended
outcomes?
• Does it transfer competence to manage
change to organization members?

5. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
9-5
The Design of
Effective Interventions
• Contingencies Related to the
Change Situation
• Readiness for Change
• Capability to Change
• Cultural Context
• Capabilities of the Change Agent

6. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
9-6
The Design of
Effective Interventions
• Contingencies Related to the
Target of Change
• Strategic Issues
• Technology and structure issues
• Human resources issues
• Human process issues

7. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
9-7
Intervention Overview
• Human Process Interventions
• Technostructural Interventions
• Human Resources Management
Interventions
• Strategic Interventions

8. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
9-8
Human Process Interventions
• Coaching
• Training and Development
• Process Consultation and Team Building
• Third-party Interventions (Conflict
Resolution)
• Organization Confrontation Meeting
• Intergroup Relationships
• Large-group Interventions

9. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
9-9
Technostructural Interventions
• Structural Design
• Downsizing
• Reengineering
• Employee Involvement
• Work Design

10. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
9-10
Human Resources
Management Interventions
• Goal Setting
• Performance Appraisal
• Reward Systems
• Career Planning and Development
• Managing Work Force Diversity
• Employee Stress and Wellness

11. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
9-11
Strategic Interventions
• Integrated Strategic Change
• Mergers and Acquisitions
• Alliances and Networks
• Culture Change
• Self-designing Organizations
• Organization Learning and Knowledge
Management