This document discusses various process interventions aimed at individuals, interpersonal relationships, and group dynamics to produce organizational change. It describes approaches like coaching, training, process consultation, third-party interventions, and team building. For each approach, it outlines the goals, application stages, and how they can be used to address issues like communication, roles, problem-solving, and leadership within groups. The purpose is to help individuals and groups understand and improve their behaviors through these human process interventions.

1. Organization Development and Change
Thomas G. Cummings
Christopher G. Worley
Individual, Interpersonal, and
Group Process Approaches

2. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-2
Learning Objectives
for Chapter Twelve
• To understand the human process
interventions aimed at individuals,
interpersonal relations, and group dynamics
• To understand the application and
effectiveness of various process
interventions in producing change

3. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-3
Process Interventions
• A set of activities on the part of the
consultant that helps individuals and group
members understand, diagnose, and
improve their behaviors.
• Interventions are aimed at helping
individuals develop skills, and members of
groups assess their interactions and devise
more effective ways of working.

4. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-4
Individual, Interpersonal and
Group Process Approaches
• Coaching
• Training and Development
• Process Consultation
• Third-Party Interventions
• Team Building

5. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-5
Coaching
• Goals
– Assist in execution of a transition
– Address a performance problem
– Develop new behavioral skills with leadership
development
• Application Stages
– Establish the principles of the relationship
– Conduct an assessment
– Coach and client debrief the results
– Develop and Implement an action plan
– Assess the results

6. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-6
Training and Development
• Goals
– Changing the skills and knowledge of organization
members to improve effectiveness and build
capabilities
• Application Stages
– Perform needs assessment
– Develop objectives and design training
– Deliver training
– Evaluate training

7. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-7
Process Consultation
• Definitions
– The creation of a relationship that permits the client to
perceive, understand, and act on the process events…”
– An approach that helps people and groups help
themselves
• Group Process Issues Addressed by Process
Consultation
– Communications
– The functional roles of group members
– Group problem solving and decision making
– Group norms
– Leadership and authority

8. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-8
• Individual Interventions
– Aimed at helping people better communicate
with others
– Johari Window
• Group Interventions
– Aimed at the process, content or structure of the
group
Basic Process Interventions

9. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-9
Johari Window
Unknown to Others Known to Others
Known to
Self
Unknown
to Self
Hidden
Spot
Open
Window
Unknown
Window
Blind
Spot

10. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-10
Unknown to Others Known to Others
Known to
Self
Unknown
to Self
Open
Window
Improving Communications
Using the Johari Window
Reduce
Hidden Area
through
Disclosure to
Others
Reduce Blind Spot
through Feedback from
Others

11. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-11
Third Party Interventions
• Activities that focus on interpersonal
conflicts within the organization
• Interventions help involved parties
interact with each other directly,
facilitating diagnosis of the conflict and
its resolution

12. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-12
A Cyclical Model of Conflict
Episode 1 Episode 2
Triggering
Event
Triggering
Event
Issues
Behavior Behavior
Consequences Consequences
Issues

13. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-13
Strategies for Conflict Resolution
• Prevent the conflict through mandate or
separation of the parties
• Set limits on the timing and extent of the
conflict
• Help the parties to cope differently with the
conflict
• Attempt to eliminate or resolve the basic
issues in the conflict

14. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-14
Team Building Activities
• Activities Related to One or More
Individuals
• Activities Oriented to the Group’s
Operations and Behaviors
• Activities Affecting the Group’s
Relationship with the Rest of the
Organization

15. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-15
Types of Teams
• Groups reporting to the same manager
• Groups involving people with common goals
• Temporary groups formed to accomplish a
specific, one-time task
• Groups consisting of people whose work
roles are interdependent
• Groups with no formal links but whose
collective purpose requires coordination

16. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-16
Team-Building Activities
• Determine the Intervention Target
– One or more individuals
– A group’s operation and behavior
– A group’s relationships with the rest of the
organization
• Determine the Intervention Orientation
– Diagnostic
– Developmental

17. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
12-17
Team Building Activities
• Group Operation and Behavior
– An inward look by the team at its own performance,
behavior and culture for the purpose of improving
effectiveness
• Group Relationships with the Organization
– Understand the group’s role within the organization
including interaction, support, and collaboration
• Manager’s Role