The document discusses various types of organizational development interventions including sensitivity training, team building, management by objectives, coaching, and training. It describes the characteristics of effective interventions and outlines factors to consider in the design of interventions. Examples are provided of different human process, techno-structural, human resources, and strategic interventions that can be used to help organizations increase their effectiveness.

1. OD – Interventions

2. Contents
• Definition
• Characteristics of effective intervention
• Design
• Intervention overview
• HR interventions
– Sensitivity training
– Grid training
– Process Consultation
– Team Building
– MBO
– Coaching
– Training and Development
– Organizational Confrontation Meeting
• Summary

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. Characteristics of
Effective Interventions
• Is it relevant to the needs of the organization?
– Valid information
– Free and Informed Choice
– Internal Commitment
• Does it transfer competence to manage
change to organization members?

5. The Design of
Effective Interventions
• Contingencies of Change Situation
– Readiness for Change
– Capability to Change
– Cultural Context
– Capabilities of the Change Agent
• Contingencies Related to the Target of Change
– Strategic Issues
– Technology and structure issues
– Human resources issues
– Human process issues

6. Intervention Overview
• Human Process Interventions
• Techno structural Interventions
• Human Resources Management
Interventions
• Strategic Interventions

7. Human Process Interventions
• Sensitivity training
• Grid training
• Process Consultation
• Team Building
• MBO
• Coaching
• Training and Development
• Organizational Confrontation Meeting

8. Techno structural Interventions
• Structural Design
• Downsizing
• Reengineering
• Employee Involvement
• Work Design

9. Human Resources Management
Interventions
• Goal Setting
• Performance Appraisal
• Reward Systems
• Career Planning and Development
• Managing Work Force Diversity
• Employee Stress and Wellness

10. Strategic Interventions
• Integrated Strategic Change
• Mergers and Acquisitions
• Alliances and Networks
• Culture Change
• Self-designing Organizations
• Organization Learning and Knowledge
Management

11. Sensitivity Training – T groups
• Kurt Lewin & friends – 1946
• Development of “T group”
• Stranger lab – people from different
organization.
• Cousin lab- same, but various departments
• Family lab – “Back home” people in situations
and problem

12. T group training
Stranger lab: Cousin lab:
• Intentional lack of • Trainer becomes open
directive leadership, non – defensive,
formal agenda and empathetic and
power / status. minimally evaluative
• It creates behavioural way.
vaccum. • Feed back received
• It facilitates rich about impact of other
projections from group members
behaviour.

13. Grid Organization Development
• Activities developed by Robert Blake and Jane Mouton, which
constitute a six-phase change model involving the total organization.
Internal resources are developed to conduct most of the programs,
which may take from three to five years to complete.
1. Managerial grid: The model starts with upgrading individual
managers' skills and leadership abilities,
2. Team work development: moves to team improvement activities,
3. Intergroup development: then to intergroup relations activities.
4. Developing ideal strategic corporate model: Later phases include
corporate planning for improvement,
5. Implementing ideal strategic corporate model: developing
implementation tactics, and
6. Systematic critique: finally, an evaluation phase assessing .change in
the organization culture and looking toward future directions.

14. Survey Feedback
• Activities that rely on questionnaire surveys to
generate information that is then used to
identify problems and opportunities. Groups
analyze the data regarding; their performance
and design action plans to correct problems.
1. Data collection
2. Feedback of information
3. Follow up action

15. Process Consultation
• Activities that "help the client to
perceive, understand, and act upon process events which
occur in the client's environment.'" .
• These activities perhaps more accurately describe an
approach, a consulting mode in which the client gains
insight into the human processes in organizations and
learn skills in diagnosing and managing them.
• Primary emphasis is on processes such as
communications, leader and member roles in
groups, problem solving and decision making, group
norms and group growth, leadership and authority, and
intergroup cooperation and competition. '

16. Process consultation -Contd…
1. Initiate contact
2. Define relationship
3. Select the setting & method
4. Gather data & make diagnosis
5. Intervene
6. Reduce involvement & terminate ( look for
future approach / development)

17. Team-Building Activities
• Activities designed to enhance the effective operation of
system teams.
• These activities focus on task issues such as the way
things are done, the skills and resources needed to
accomplish tasks, the quality of relationship among the
team members or between members and the leader, and
how well the team gets its job done.
• In addition, one must consider different kinds of teams,
such as formal work teams, temporary tasks force teams,
newly constituted teams, and cross-functional teams.

18. Life cycle of team
• Forming
• Storming
• Norming
• Performing
• Adjourning

19. Stages of Group Development
E X H I B I T 8–2

20. Effective teams
• Skills & Roll clarity
• Supportive environment
• Super – ordinate goals
• Team rewards

21. Team building process
• Problem sensing
• Examining differences
• Giving & receiving feedback
• Developing interactive skills
– Constructive behaviour
– Negative behaviour
• Follow up action

22. MBO
• Peter Drucker coined in 1964.
• It is a comprehensive managerial system that
integrates many managerial activities in a
systematic manner, consciously towards
effective and efficient achivement of
organizational objectives”.

23. MBO – Process

24. • After appraisal
• Recycling
Objective setting
Action planning
Performance review

25. Education and Training Activities.
• Activities designed to improve individuals' skills, abilities, and
knowledge. Several activities are available and several approaches
possible.
• For example, the individual can be educated in isolation from his or her
own work group (say, in a T-group consisting of strangers), or one can
be educated in relation to the work group (say, when a work team
learns how better to manage interpersonal conflict). The activities may
be directed toward technical skills required for performing tasks or
may be directed toward improving interpersonal competence.
• The activities may be directed toward leadership issues,
responsibilities and functions of group members, decision-making,
problem solving, goal setting and planning, and so forth.

26. Coaching and Counseling
• Activities that entail the consultant or other organization
members working with individuals to help
• (a) define learning goals,
• (b) learn how others see their behavior, and
• (c) learn new behaviors to help them better achieve their
goals. A central feature of this activity is non evaluative
feedback others give to an individual.
• A second feature is the second exploration of alternative
behaviors.