The document outlines organizational development (OD) as a structured approach to improving an organization's culture, strategies, and processes through planned change led by top management and behavioral science principles. It highlights key aspects such as the long-term focus on empowerment, collaboration, problem-solving, and the adaptation to environmental changes, while showcasing models like Kurt Lewin's three-stage change model and the Burke-Litwin model of organizational performance. The text further elaborates on the roles of individuals, groups, and organizations in fostering a learning culture and achieving organizational effectiveness.

1. ORGANIZATIONAL DEVELOPMENT
• Books to be Read:
1. Organization Development – French & Bell
2. Organization Development – V. G. Kondalkar
3. Organization Development & Change – Cummings & Worley
4. Organizational Development & Transformation- French, Bell & Zawacki
Prof. Jairaj Kochavara
July 2010

2. ORGANIZATIONAL
DEVELOPMENT
Organizational Development or O.D. is a planned effort initiated
by process specialists to help an organization develop its
diagnostic skills, coping capabilities, linkage strategies( in the
form of temporary and semi-permanent systems) and a culture of
mutuality.
• A planned effort – thinking and planning
• initiated by process specialists
• Diagnostic skills- data collection-overtime
• Coping capabilities-problem-solving,confront and cope
• Linking strategies-Indl.& Organl. Goals
• Culture of Mutuality-OCTAPACE-fostering of certain values
and open and proactive systems viz. openness,confrontation,
trust, authenticity,pro-activeness, autonomy, collaboration and

3. Definition of O.D.by Edgar Schein
An organization is the planned coordination of the
activities of a number of people for the achievement of
some common explicit purpose or goals through the
division of labour and function, and through a hierarchy
of authority and responsibility.
Development is the act, process, result or state of being
developed-which in turn means to advance, to promote
the growth of, to evolve the possibility of, to further, to
improve or to enhance something
Two elements stand out viz.
(a)Development may be an act, process or an end state
(b)Development means bettering something
O. D. is the act, process or result of
furthering,advancing, or promoting the growth of an
organization

4. The O. D. Approach to Change treats the organization as a system.
A system is an orderly group of logically related parts, principles
and beliefs. Alternatively, it is a grouping or arrangement that
relate or interact with each other in such a way as to form a
whole.
Thus this approach has the following characteristics:
(a) Total view not a limited view
(b) Relationship between the Orgn. and the environment
and the internal dynamics of the Orgn.
© Teams-temporary, semi-permanent and permanent-continous
improvement
(d) Inter-personal Communication
(e) Individuals- self awareness and self acceptance-developing
skills, knowledge and ability of individuals

5. Inter-teams-inter face-manage conflicts, developing collaboration,
attainment of goals.
Organization-stable entity which sets the goals. To carry on the
efforts begun by the outside consultant/ expert through an
internal O. D. Facilitator.
From a Behavioural science perspective:
‘O.D. is a long –range effort to improve an Orgn’s problem solving
and renewal processes, particularly through a more effective and
collaborative management of organizational culture with special
emphasis on the culture of formal work teams- with the assistance
of a change agent, or catalyst, and the use of theory and technology
of applied behavioural science including Action Research.’
Renewal is the process of initiating , creating and confronting
needed changes to make it possible for organizations to become
more viable, to adapt to new conditions, to solve problems, to learn
from experiences and to move towards greater maturity.

6. ORGANISATIONAL DEVELOPMENT
O. D. is a systemic and systematic change effort, using
behavioural science knowledge and skill, to transform an orgn.
to a new state.
O.D. is system-wide and value-based collaborative process of
applying behavioural science knowledge to the adaptive
development , improvement and reinforcement of such
organizational features as the strategies, structures, processes,
people and cultures that lead to organizational effectiveness
The characteristics of O. D. are:
1. It is a system-wise process
2. It is value-based
3. It is collaborative
4. It is based on behavioural science knowledge
5. It is concerned with strategies, structures, processes, people
and culture
6. It is about organizational effectiveness

7. ORGANIZATIONAL DEVELOPMENT
Organizational Development is a long-term effort, led and supported by top
management, to improve an organizational visioning, empowerment, learning,
and problem-solving processes,through an ongoing, collaborative management
of organizational culture- with special emphasis on the culture of intact work
teams and other team configurations-using the consultant-facilitator role and
the theory and technology of applied behavioural science, including action
research.
The important aspects include:
(a) Long-term effort
(b) Led and supported by top management
(c) Visioning processes-viable, coherent and shared picture
(d) Empowerment processes
(e) Learning processes
(f) Problem solving processes
(g) Ongoing collaborative management of the organizational culture
(h) Intact work teams and other configurations
(i) Cross- functional teams
(j) Consultant- facilitator role
(k) Theory and technology of applied behavioural science
(l) Action research

8. “Organization transformation can occur in response to or in
anticipation of major changes in the organization’s environment or
technology. In addition these changes are often associated with
significant alterations in the firm’s business strategy, which, in
turn, may require modifying corporate culture as well as internal
structures and processes to support the new direction. Such
fundamental change entails new paradigm for organizing and
managing organizations. It involves qualitatively different ways of
perceiving, thinking, and behaving in the organizations.”
Beer (1980), the aim of OD are (1) enhancing congruence between
organizational structure, processes, strategy, people, and culture;
(2) developing new and creative organizational solutions; and (3)
developing the organization’s self-renewing capacity.

9. OD is a system wide application of behavioural science
knowledge to the planned development and re-enforcement of
organizational strategies, structures, and processes for improving
an organization’s effectiveness (Cummings and Worley, 1993).
“Organizational Development is a long-term behavioural
philosophy initiated by the top management. It relates to use of
latest technologies and organizational processes to affect planned
change by establishing cultural framework based on vision,
empowerment and employee well being leading to attainment of
quality of work life and organizational effectiveness thus creating
a learned organization.”

10. OBJECTIVES OF ORGANIZATIONAL
DEVELOPMENT PROGRAMME
1.Individual and group development.
2.Development of organization culture and processes by constant
interaction between members irrespective of levels of hierarchy.
3.Inculcating team spirit.
4.Empowerment of social side of employees.
5.Focus of value development.
Contd..

11. 6. Employee participation, problem-solving and decision-
making at various levels.
7. Evaluate present systems and introduction of new systems
thereby achieving total system change if required.
8. Transformation and achievement of competitive edge of
the organization.
9. Achieve organization growth by total human inputs by
way of research and development, innovations, creativity
and exploiting human talent.
10.Behaviour modification and self managed team as the
basic unit of an organization.

12. Implications:
1.For Individuals
a) Most individuals believe in their personal growth. Even
today, training and development, promotion to the next
higher position dominates the organization philosophy.
b) Majority of the people are desirous of making greater
contributions to the organizations they are serving.
Achievements of organizational goals are however,
subject to limitations or environmental constraints. It is for
the organizations to tap the skills that are available in
abundance.
Contd..

13. This leads to adopt the following organization strategy for
development:
• Ask questions to resolve doubts.
• Listen to superior’s advice.
• Support employees in their venture.
• Accept challenge.
• Leaders to encourage creativity and promote risk
taking.
• Give additional responsibility to subordinates.
• Set high standards of quality.
• Empower employees.
• Initiate suitable reward system that should be
compatible, if not more than the industry norms.

14. 2. For Groups
a) One of the most important factors in the organization is the
‘work group’ around whom the organization functions. This
includes the peer group and the leader (boss)
b) More people prefer to be part of the group because the
group accepts them.
c) Most people are capable of making higher contributions to
the group’s effectiveness.
Contd..

15. Following strategy is required to be adopted for group
development based on the above assumptions:
a) Invest in training and development of the group. Money and
time spent on this is an investment for the organization.
Leaders should also invest in development of skills and thus
help create a position organizational climate.
b) Let the team flourish. Teams are the best approach to get the
work done. Apart from the above teams enjoy emotional and
job satisfaction when they work in groups.
c) Leaders should adopt team leadership style and not autocratic
leadership style. To do this, jobs should be allotted to the
team and not to the individual.
Contd..

16. d) It is not possible for one individual (leader) to perform
both, the leadership and maintenance functions. It is
therefore necessary for team members to assist leader in
performance of his duties.
e) Group should be trained in conflict management, stress
management, group decision-making, collaboration, and
effective interpersonal communication. This will
improve organizational effectiveness. Empowerment is
the corner stone of the successful organizations.
f) Leaders should pay particular attention to the feelings of
the employees. It should be understood that suppressed
feeling and attitudes adversely affect problem-solving,
personal growth and job satisfaction.
g) Development of group cohesiveness.

17. 3. For Organizations
a) Create learning organization culture.
b) Adopt win-win strategy for sustained growth.
c) Create cooperative dynamics rather than competitive
organizational dynamics in the organization.
d) Needs and aspirations of the employees in the organization
must be met. This leads to greater participation of the
employees. Organizations should adopt developmental
outlook and seek opportunities in which people can
experience personal and professional growth. Such
orientation creates a self-fulfilling prophecy.
Contd..

18. f) People must be treated with due respect and
considered important. The credit of success must be
given to the employees unconditioned.
g) Promote organizational citizenship.
4. It is possible to create organizations that are humane,
democratic and empowering on one hand and high
performing in terms of productivity, quality of
output, profitability, and growth on the other. It is
the responsibility of every entrepreneur to ensure
that the needs of the society are met.

19. ORGANIZATIONAL DEVELOPMENT
Top values associated with O. D. today:
1. Increasing effectiveness and efficiency
2. Creating openness in communication
3. Empowering employees to act
4. Enhancing productivity
5. Promoting organizational participation
Values considered to be most important:
1. Empowering employees to act
2. Creating openness in communication
3. Facilitating ownership of process and outcome
4. Promoting a culture of collaboration
5. Promoting inquiry and continuous learning

20. ORGANISATIONAL DEVELOPMENT
Organizational Development is planned change in the
organizational context. In this context of change it is
necessary to refer to Kurt Lewin
He has provided two principle ideas viz.
1. What is occurring at any point of time is a resultant in a
field of opposing forces e. g. production level at a
particular point of time is the resultant equilibrium of
some forces pushing towards higher levels of production
and other forces pushing towards lower levels of
production. The production levels tend to remain at the
same levels as the field of forces remains constant.
Another example could be the level of morale.
2. The second contribution is the change itself. He has
described a three- stage process viz.
(a Unfreezing the old behaviour
(b)Moving to a new level of behaviour
(c )Refreezing the behavior at the new level

21. ORGANIZATIONAL DEVELOPMENT
Kurt Lewin’s Three –Stage Model : as modified by Lippitt & others
1. Developing a need for change. (Lewin’s unfreezing phase)
2. Establishing a change relationship. In this phase a client system in
need of help and a change agent from outside the system establish a
working relationship
3. Clarifying or diagnosing the clients system’s problem
4. Examining alternative routes and goals; establishing goals and
intentions of actions
5. Transforming intentions into actual change efforts.Phases 3, 4 and
5 correspond to Lewin’s moving phase
6. Generalizing and stabilizing change. This corresponds to Lewin’s
refreezing phase
7. Achieving a terminal relationship, that is, terminating the client-
consultant relationship

22. ORGANIZATIONAL DEVELOPMENT
The Burke-Litwin Model of Organizational Change
(a) First-order change- transactional, evolutionary, adaptive,
incremental, or continuous change
(b) Second-order change- transformational, revolutionary, radical, or
discontinuous change
n.b.. O. D. programs are directed toward both first-order and
second order change with an increasing emphasis on second –order
transformational change.
First-Order Second-Order
1. Structure 1. Mission and Strategy
2. Management Practices 2. Leadership
3. Systems 3. Organizational Culture
(Transactional) (Transformational)
Distinguishing Organizational Climate and Organizational Culture.
Climate- people’s perceptions and attitudes about the organization
Culture- deep seated assumptions about values and beliefs that are
enduring, often unconscious and difficult to change

23. ORGANIZATIONAL DEVELOPMENT( First)
Management
Practices
Structure
Systems
Policies &
Procedures
Work
Unit Climate
Motivation
Individual
Needs
& Values
Task
Requirements &
Individual
Skills/Abilities
Individual &
Organizational
Performance
Individual
Needs &
Values

24. ORGANIZATION DEVELOPMENT(Second)
External
Environment.
Leadership
Mission &
Strategy
Organizational
Culture
Individual &
Organizational
Performance

25. The Burke-Litwin Model of Organizational Performance and Change
External
Environment
Leadership Organizational
Culture
Mission &
Strategy
Structure
Management
Practices
Systems
(Policies &
Procedures)
Work Unit
Climate
Motivation
Individual &
Organizational
Performance
Task Requires
& Individual
Skills/ Abilities
Individual
Needs & Values

26. O. D. PROCESS: Diagnosis,Action & Program Management
The O. D. process consists of three components-diagnosis, action and
program management.
Diagnosis component consists of continuous collection of data about the
total system, its sub-units its processes, and its culture.
The action component consists of all the activities and interventions
designed to improve the organization’s functioning.
The program management component is designed to ensure success of
the program.
Diagnosis involves;
1. What are its strengths?
2. What are its problems?
3. What are its unrealized opportunities?
4. Discrepancy between desired situation and current situation?

27. O. D. PROCESS
Action Plans are developed to correct problems, seize opportunities and
maintains areas of strengths .These are interventions specifically to
address issues at the individual, group, inter-group, or organizational
levels.
Results- this stage consists of a fact-finding about the results of the
actions. Did they have the desired effects? Have the problems been
solved or the opportunities exploited?
The process is diagnosis-action-evaluation-action
An O. D. Programme thus starts with diagnosis and employs data
collecting and data analyzing throughout. These activities are required to
provide an accurate account of things as they are needed for two reasons-
first to know the state of things or ‘what is’: the second is to know the
effects or consequences of actions
The first area of diagnosis is that of various sub-systems of the total
organization e.g. teams
The second area are the organizational processes e.g. decision-making
communication styles , relationships between groups, management of

28. Porras & Robertson Model of Organizational Change
Environment
Vision
Organizing
Arrangements
Social Factors
Physical
Setting
Technology
1.Goals 1. Culture 1. Space confign. 1.Tools etc.
2.Strategies 2. Mgt. Style 2. Phyl. Ambience 2. I. T. .
3.Structure 3. Interaction 3. Interior Design 3. Job Design .
4.Admn.(p& p) 4. Informal patterns 4. Architl design 4. Work Flow D
5.Adm. Systems 5.Indl. Attributes 5. Tech.Expert.
6.Reward systm 6. Tech. Proc.

29. STAGES IN THE O.D. PROGRAMS
1. ENTRY
2. CONTRACTING
3. DIAGNOSIS
4. FEEDBACK
5. PLANNING CHANGE
6. INTERVENTION
7. EVALUATION

30. SYSTEMS THEORY-foundation of O. D.
This theory views organizations as open systems in active exchange with
their environments.
Systems theory is one of the most powerful conceptual tools available
for understanding the dynamics of organizations and organizational
change.
Definitions of Systems:
A system is a “set of objects together with relationships between the
objects and between their attributes.”
A System is a set of “elements standing in interaction”.
A system is “ an organized, unitary whole composed of two or more
independent parts,components, or sub-systems, and delineated by
identifiable boundaries from its environmental supra system”
A system is an “arrangement of interrelated parts.
A system denotes interrelatedness, interconnectedness and
interdependency among elements in a set that constitutes an identifiable
whole or gestalt.

31. SYSTEM IN INTERACTION WITH ITS ENVIRONMENT
Mechm.
Inputs Mechan Outputs Users
Sources of
Energy
Materials
Information
Human Re-
sources
Transforming
Internal Interface
Feedback Mechanisms
External Interface
Feedback Mechanisms

32. ISSUES REGARDING SYSTEMS THEORY
1. All open systems are input-throughput-output mechanisms
2. Every system is delineated by a boundary. What is inside the
boundary and what is outside the boundary.
3. More exchange takes place inside the boundary than outside the
boundary.
4. Open systems have purposes and goals
5. The law of entrophy states that all systems “run down” and
disintegrate unless they reverse the entropic process by importing
more energy than they use.
6. Information is important to systems in several ways.
7. Feedback is information to the organization from the environment.
8. Feedback can be positive or negative
9. Deviation-correcting feedback e.g. satelite mission off
target(negative): or return to earth (positive)
10. Steady-state or dynamic homeostatis.Systems maintain a steady state
or equilibrium point and seek to maintain this equilibrium against
disruptive forces, either internal or external.
11. All systems tend to get elaborated, differentiated,specialized &

33. CONGRUENCE MODEL SHOWING ORGN. AS A SYSTEM
INFORMAL
ORGANIZATION
INPUT
Environment
Resources
History
OUTPUT
System
Unit
Individual
Work
Formal
Organization
People
Strategy

34. THE SIX-BOX MODEL-a diagnostic tool(Marvin Weisbord)
Leadership
Purpose
Structure
Rewards
Helpful
Mechanisms
Relation-
ships
Environment
What business
are we in?
How do we
divide the work?
How do we manage
conflict among people?
with technologies?
Does someone keep
the boxes in balance?
Have we adequate
coordinating
technologies?
Do all needed tasks
have incentives?

35. O. D. INTERVENTIONS
OD interventions are sets of structured activities in which selected
organizational units engage in a series of tasks which will lead to
organizational improvement.
Interventions are actions taken to produce desired changes.
There are one of four reasons why there is need for OD interventions:
1. The organization has a problem- some thing is “broken”, and
corrective actions need to be taken i.e. it needs to be “fixed”.
2. The organization sees an unrealized opportunity: something it wants
is beyond its reach. Enabling actions- interventions- are developed to
seize the opportunity.
3. Features of the organization are out of alignment: parts of the
organization are working at cross-purposes.Alignment activities-
interventions- are developed to get things back in tune.
4. The vision guiding the organizational changes: yesterday’s vision is
no longer good enough. Actions to build the necessary structures,
processes, and culture to support the new vision- interventions- are
developed to make the new vision a reality.
n.b. OD interventions are planned sets of actions to change situations

36. O. D. INTERVENTIONS
Generally OD interventions follow a well-planned overall OD strategy
and get revealed as events unfold and are answers to the following
questions:
1. What are the change/improvement goals of the program?
2. What parts of the organization are most receptive to the OD
program?
3. What are the key leverage points( individual or group) in the
organization
4. What are the most pressing problems in the client organization?
5. What resources are available for the program in terms of client time
and energy and internal and external facilitators?
N. B.. With the help of the above questions the OD practitioner would be
able to formulate his gameplan and sequence of interventions etc.
Furthermore, OD has two goals- one educational and the other
accomplishing–a-task goal.Normally learning takes place in one
setting e.g. a classroom whereas action takes place at the
workplace.Secondly, OD deals with real life problems and uses
several learning models.

37. O. D. INTERVENTIONS
Planning a Workshop on a Strategic Plan:
1. Explore the need of a long-range plan for the organization
2. Learn how to formulate such a strategy by analyzing other strategies
determining the strategic variables, being shown a sequence of steps
for preparing a comprehensive plan, and so forth
3. Actually make a three-year strategic plan
n.b.The above involves learning and action each part playing a
predominant role at different times. OD programs are closely linked
with explicit goals and objectives.OD programs all have linkages
with Diagnosis, Action Taking and Goal Setting.
OD is a continuous process of setting goals, collecting data about status
quo, planning and taking actions based on hypotheses and on the
data, and evaluating the effects of action through additional data
collection.

38. OD INTERVENTIONS-DISCREPANCIES ANALYSIS
A useful model of diagnosis and interventions could be termed as
discrepancies analysis-examining the discrepancies or gaps between
what is happening and what should be happening.
Discrepancies define both problems and goals.
Discrepancies require study( diagnosis and planning) and action to
eliminate the gaps.
Where one is and where wants to go.
Study of problems and opportunities
A good part of OD process is problem solving and provides
technologies for studying and closing gaps.
A problem analyzer has an expected standard of performance, a
‘should’ against which to compare actual performance. A problem
is a deviation from the standard of performance.
A problem is a gap; problem-solving is discovering the cause of the gap;
decision-making is discovering a solution- a set of actions- to close the gap
Goals also represent gaps-between where we are and where we want to be.
Goal-setting is the process of imposing the gap;goal accomplishment is
made possible by taking actions to close the gap.

39. TYPES OF INTERVENTIONS
Target Group Interventions Designed to Improve Effectiveness
Life-and career-planning activities
Coaching and counseling
T-group(sensitivity training)
Individuals Education & training to increase skills, knowledge
in the areas of technical task needs, relationship
skills, process skills, decision making, problem-
solving,planning, goal-setting skills
Grid OD phase1
Work redesign
Gestalt OD
Behaviour modeling
Process consultation
Third- party peacemaking
Dyads/Triads Role negotiation technique
Gestalt OD

40. TYPE OF INTERVENTIONS
Target Group Interventions Designed to Improve
Effectiveness
Teambuilding-task directed, process directed
Gestalt OD
Grid OD phase 2
Interdependency exercise
Appreciative inquiry
Responsibility charting
Teams and Groups Process consultation
Role negotiation
Role analysis technique
“Startup” team-building activities
Education in decision making, problem solving
planning, goal setting in group settings
Team MBO
Appreciations and concerns exercise
Search conferences
Quality of work life(QWL) programs

41. OD INTERVENTIONS
Target Group Interventions Designed to Improve Effectiveness
Intergroup activities-Process directed
-Task directed
Organizational mirroring
Intergroup Partnering
Relations Process consultation
Third- party peacemaking at group level
Grid OD phase 3
Survey feedback

42. OD INTERVENTIONS
Target Group Interventions Designed to Improve Effectiveness
Sociotechnical systems (STS)
Parallel learning structures
MBO (participation forms)
Cultural analysis
Confrontation meetings
Visioning
Total Strategic planning/strategic management activities
Organization Real-time strategic change
Grid OD phases 4, 5, 6
Interdependency exercise
Survey feedback
Appreciative inquiry
Search conferences
Quality of worklife (QWL) programs
Total quality management(TQM)
Physical settings
Large-scale systems change

43. Eight Steps to Successful Organizational Transformation
1. Establishing a sense of urgency
-Examining market and competitive realities
-Identifying and discussing crises,potential crises, or major opportuni
2. Forming a powerful guiding coalition
-Assembling a group with enough power to lead the change effort
-Encouraging the group to work together as a team
3. Creating a vision
-Creating a vision to help direct the change effort
-Developing strategies for achieving the vision
4. Communicating the vision
-Using every vehicle possible to communicate the new vision and
strategies
-Teaching new behaviours by the example of the new coalition
5. Empowering others to act on the vision
-Getting rid of obstacles to change
-Changing systems or structures that seriously undermine the vision
-Encouraging risk taking and non-traditional ideas, activities, and
actions

44. INTERVENTIONS-Presentations on any one of the following topics
1. Role Analysis
2. Quality of Work Life(QWL)
3. Team Building
4. Inter-group Conflict Resolution
5. Self-Managed Teams
6. T-Group ( Sensitivity Training)
7. Appreciative Enquiry
8. Visioning
9. Grid-OD
10. Quality Circles
11. MBO
12. Total Quality Management (TQM)
13. Cultural Analysis
14. Work Redesign
15. Coaching and Counseling
N. B. Presentations to be made in groups of 5 for 10/15 min. covering
theoretical and practical sides of the topics. (Marks will be 20)

45. INTERVENTIONS
OD Practitioners have to consider the following in the planning and
implementation of OD:
1. Develop an overall game plan or intervention strategy
2. Structure activities to promote learning and change for better as
under:
(a) Structure to include the relevant people
(b) Structure so that it is problem-oriented or opportunity-oriented
OR oriented to the problems and opportunities generated by the
client
(c )Structure so that the goal is clear and the way to reach it is clear
(d) High probability of success
(e) Structure so that it contains both experienced-based learning and
conceptual learning
(f) Structure so that individuals are “freed up” rather than anxious
and defensive
(g) Structure so that participants learn how to solve a particular
problem and how “to learn to learn.”

46. INTERVENTIONS(contd.)
(h) Structure so that individuals learn about both TASK and PROCESS
task-is what the group is working on
process-how the group is working and what else is going on ie group
processes and dynamics, styles and behaviour
(i) Structure so that individuals are engaged as whole persons not
segmented persons
3. The other set of concerns are:
(1)Maximize diagnostic data
(2)Maximize effectiveness
(3)Maximize efficiency
(4)Maximize speed
(5)Maximize relevance
(6)Minimize psychological and organizational strain

47. TYPES OF INTERVENTIONS
1.Discrepancy-contradiction in action or attitude
2.Theory-behavioural science used to explain behaviour etc
3.Procedure-whether the best methods are being used
4.Relationship- focuses on interpersonal relationships-negative ones
5.Experimentation-two plans tested before final implementation of one
6.Dilemma- imposed or emergent dilemma and determining choices
7.Organizational structure-evaluation of structural causes of
ineffectiveness
8.Cultural-traditions ,precedents and practices-focused approach
9.Perspective-draw away from immediate actions to past and future
Blake and Mouton-Consulcube-Consultant’s Interventions
-acceptant-gives client a sense of worth,value acceptance,support
-catalytic-helps client to generate information for clearer perception
-confrontation-clients value discrepancies, beliefs and assumptions
-prescriptions-client told what to do for solving the problem
-theories and principles-teaches behavioural science theory so that the
client can diagnose the problem on his own and solve them as well

48. INTERVENTIONS-Blake and Mouton(contd.)
Focal Issues: power/authority,morale/cohesion, norms/standards and
goals/objectives
Target: individual, group, intergroup, organization, community, society
N. B. So Blake and Mouton have 5 kinds of interventions,4 focal issues
and 5 different units of change in the form of the Consulcube to
guide the Consultant in the use of his interventions
Interventions do different things; they cause different things to happen
Results caused by interventions could be as under:
1. Feedback
2. Awareness of changing sociocultural norms or dysfunctional current
norms
3. Increased interaction and communication
4. Confrontation
5. Education
6. Participation
7. Increased Accountability
8. Increased Energy and Optimism

49. CLASSISIFICATION OF INTERVENTIONS
1. DIAGNOSTIC Activities
2. TEAMBUILDING Activities
3. INTERGROUP Activities
4. SURVEY FEEDBACK Activities
5. EDUCATION and TRAINING Activities
6. TECHNOSTRUCTURAL or STRUCTURAL Activities
7. PROCESS CONSULTATION Activities
8. GRID ORGANIZATION DEVELOPMENT Activities
9. THIRD-PARTY PEACEMAKING Activities
10. COACHING and COUNSELING Activities
11. LIFE and CAREER-PLANNING Activities
12. PLANNING and GOAL-SETTING Activities
13. STRATEGIC MANAGEMENT Activities
14. ORGANIZATIONAL TRANSFORMATION Activities