Role negotiation technique - Organisational development
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Role negotiation technique is one of the organisational development intervention used for groups in an organisation
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Structural intervention
This document discusses various types of structural interventions in organizations. Structural interventions aim to improve organizational effectiveness through changes to tasks, structures, technology, and goals. Some key structural interventions mentioned include socio-technical systems, self-managed teams, work redesign, management by objectives, quality circles, quality of work life projects, and total quality management. Each intervention is briefly described in one or two sentences with their focus and approach.
Team intervention od
This document discusses team interventions and effective teams. It defines intervention as entering a system of relationships to help groups or persons. It distinguishes between work groups and teams, noting that teams have greater interdependence and interaction. The document outlines steps for team interventions, including identifying at-risk members, holding intervention team meetings, beginning interventions, and requesting further testing if needed. It also lists characteristics of effective teams and components like positive culture and recognition.
Responsibility charting OD intervetions - Organizational Change and Developm...
describes the participation by various roles in completing tasks or deliverables for a or business processes.
It is especially useful in clarifying roles and responsibilities in cross-functional/ departmental projects and processes
Comprehensive OD interventions - Organizational Change and Development - Man...
Comprehensive interventions are those in which the total organization is involved and depth of the cultural change Is addressed.
Phrases like “getting the whole system in the room” are appearing in greater OD practice.
Beckhard’s confrontation meeting and Strategic management activities involving top management, in the case of smaller organizations ,the entire management group like survey feedback is an important and widely used interventions for OD.
Grid organizational development - comprehensive OD interventions - Organiza...
Designed by Robert R. Blake and Jane S. Mouton.
Six phase program lasting about 3-5 years.
An organization can move systematically from the stage of examining managerial behavior and style to the development and implementation of an ideal strategic corporate model.
Comprehensive interventions
Comprehensive interventions are organizational development techniques that target the entire organization rather than subgroups. Popular comprehensive interventions include survey feedback, where employee attitudes are surveyed and results are shared organization-wide to create solutions, and structural change interventions which implement alterations to organizational structures and policies. Other comprehensive interventions are sociotechnical system design which emphasizes independent self-managed work teams, and total quality management which focuses on quality processes. Key steps in comprehensive interventions are getting whole systems involved, conducting confrontation meetings involving all management to assess organizational health, and strategic management activities where the organization's strategy is developed and implemented.
Organizational Development Interventions
This document discusses organization development (OD) interventions. It begins by defining interventions as principal learning processes used individually or in combination to improve social or task performance. Some examples of common OD interventions mentioned include team building, coaching, large group interventions, and leadership development. The document then discusses various types of interventions, including human process interventions like coaching and team building, technostructural interventions like total quality management, and human resource management interventions like performance management. It concludes by listing 10 most common OD interventions practiced by companies, such as applying goals criteria, establishing task forces, and setting up measurement systems.
T- group individual OD interventions - Organizational Change and Development...
A T-group is a form of group training where participants themselves (typically, between eight and 15 people) learn about themselves (and about small group processes in general) through their interaction with each other.
They use feedback, problem solving, and role play to gain insights into themselves, others, and groups.
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Structural intervention
This document discusses various types of structural interventions in organizations. Structural interventions aim to improve organizational effectiveness through changes to tasks, structures, technology, and goals. Some key structural interventions mentioned include socio-technical systems, self-managed teams, work redesign, management by objectives, quality circles, quality of work life projects, and total quality management. Each intervention is briefly described in one or two sentences with their focus and approach.
Team intervention od
This document discusses team interventions and effective teams. It defines intervention as entering a system of relationships to help groups or persons. It distinguishes between work groups and teams, noting that teams have greater interdependence and interaction. The document outlines steps for team interventions, including identifying at-risk members, holding intervention team meetings, beginning interventions, and requesting further testing if needed. It also lists characteristics of effective teams and components like positive culture and recognition.
Responsibility charting OD intervetions - Organizational Change and Developm...
describes the participation by various roles in completing tasks or deliverables for a or business processes.
It is especially useful in clarifying roles and responsibilities in cross-functional/ departmental projects and processes
Comprehensive OD interventions - Organizational Change and Development - Man...
Comprehensive interventions are those in which the total organization is involved and depth of the cultural change Is addressed.
Phrases like “getting the whole system in the room” are appearing in greater OD practice.
Beckhard’s confrontation meeting and Strategic management activities involving top management, in the case of smaller organizations ,the entire management group like survey feedback is an important and widely used interventions for OD.
Grid organizational development - comprehensive OD interventions - Organiza...
Designed by Robert R. Blake and Jane S. Mouton.
Six phase program lasting about 3-5 years.
An organization can move systematically from the stage of examining managerial behavior and style to the development and implementation of an ideal strategic corporate model.
Comprehensive interventions
Comprehensive interventions are organizational development techniques that target the entire organization rather than subgroups. Popular comprehensive interventions include survey feedback, where employee attitudes are surveyed and results are shared organization-wide to create solutions, and structural change interventions which implement alterations to organizational structures and policies. Other comprehensive interventions are sociotechnical system design which emphasizes independent self-managed work teams, and total quality management which focuses on quality processes. Key steps in comprehensive interventions are getting whole systems involved, conducting confrontation meetings involving all management to assess organizational health, and strategic management activities where the organization's strategy is developed and implemented.
Organizational Development Interventions
This document discusses organization development (OD) interventions. It begins by defining interventions as principal learning processes used individually or in combination to improve social or task performance. Some examples of common OD interventions mentioned include team building, coaching, large group interventions, and leadership development. The document then discusses various types of interventions, including human process interventions like coaching and team building, technostructural interventions like total quality management, and human resource management interventions like performance management. It concludes by listing 10 most common OD interventions practiced by companies, such as applying goals criteria, establishing task forces, and setting up measurement systems.
T- group individual OD interventions - Organizational Change and Development...
A T-group is a form of group training where participants themselves (typically, between eight and 15 people) learn about themselves (and about small group processes in general) through their interaction with each other.
They use feedback, problem solving, and role play to gain insights into themselves, others, and groups.
Role negotiation techniques
Role negotiation is a team building technique developed by Roger Harrison that involves a series of controlled negotiations among group members to address issues related to power, authority, and influence within the group. It consists of five steps: contract setting to define needed behavior changes; issue diagnosis for individuals to identify how their effectiveness could improve if others change; influence trade for negotiating behavior changes; an appreciation and concern exercise; and visioning for the group to describe its future goals. The goal is to integrate people's roles through mutual agreement on role performance expectations to improve group effectiveness.
Hr intervention
Human resource interventions aim to help organizations improve performance and effectiveness. There are different types of interventions, including individual-based interventions like training and coaching, group-based interventions like team building, and inter-group interventions like conflict resolution. Effective interventions fit the organization's needs, are based on causal knowledge of intended outcomes, and transfer change-management skills to members. Designing effective interventions depends on factors like individual differences, organizational readiness for change, and the capabilities of the change agent.
Team building intervention
Team building aims to improve how a team works together through increased understanding of team dynamics and collective accountability. For Samsung, a $60 million division was failing to deliver products on time and losing $13 million annually. Their team building plan focused on effective communication, accountability, trust, and conflict resolution. Through a series of structured exercises and workshops addressing these topics, they were able to transform the team's work processes and mindset, improving efficiency, meeting deadlines, and becoming profitable again in under two years.
Organizational development interventions
This document discusses various types of organizational development interventions. It begins by defining intervention and describing criteria for effective interventions. It then discusses factors that impact the success of interventions, including those relating to the change situation and target of change. Various intervention types are covered such as team interventions, inter-group and third party interventions, and comprehensive OD interventions involving the whole system. Structural interventions involving redesigning the organization are also outlined. Presentation sections provide details on specific interventions like team building, process consultation, and socio-technical system design.
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Intermediaries (or "third parties") are people, organizations, or nations who enter a conflict to try to help the parties de-escalate or resolve it.
Walton has presented a statement of theory and practice for third-party peace making interventions that is important in its own right and important for its role in organization development.
Classification of od interventions
This document classifies and describes various types of organizational development (OD) interventions. It discusses 12 major categories of OD interventions, including diagnostic activities, team building activities, intergroup activities, survey feedback activities, education and training activities, techno-structural activities, process consultation activities, third-party peacemaking activities, strategic management activities, sensitivity training, organizational transformation activities, and force-field analysis. The interventions are grouped based on their objectives and targets within an organization.
Od interventions
This document discusses various types of organizational development (OD) interventions. It categorizes and describes interventions such as survey feedback activities, education and training, techno-structural activities, process consultation, grid organization development, third-party peacemaking, coaching and counseling, life- and career-planning, planning and goal-setting, strategic management, and organizational transformation. It also discusses team building and inter-group interventions in more detail. The overall purpose of these interventions is to improve organizational effectiveness and performance through activities designed to enhance skills, structures, processes, and relationships within the organization.
Walton’s model of third party peace making team work group OD interventions ...
Intermediaries (or "third parties") are people, organizations, or nations who enter a conflict to try to help the parties de-escalate or resolve it.
Walton has presented a statement of theory and practice for third-party peace making interventions that is important in its own right and important for its role in organization development.
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These are having two components- the use of Attitude Survey and the use of Feedback workshops.
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Organization development (OD) interventions are techniques used to implement planned changes to an organization's culture and structure. Some key OD interventions include sensitivity training, which helps participants understand their own behavior and that of others through group interactions. Survey feedback collects data through questionnaires and provides anonymous feedback to employees. Process consultation examines workflows, relationships, and communication channels to identify problems and strategies for improvement. Job enrichment, enlargement, and redesign are structural interventions that aim to change roles and responsibilities within an organization.
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The document discusses four main interpersonal and group process interventions: T-groups, process consultation, third-party intervention, and team building. T-groups are designed to provide experiential learning about group dynamics, leadership, and interpersonal relations. Process consultation helps groups assess and improve processes like communication and decision-making to help themselves. Third-party intervention addresses conflicts between two or more people. Team building examines elements of work groups like goals, structure, and relationships to improve effectiveness.
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Individual intervention - Organizational Development
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Do LIke and Share :) PLease share your feedback ! Thank You :)
Process assumptions-values-n-beliefs-of-od
Organizational development (OD) aims to increase organizational effectiveness through planned interventions. The typical OD process consists of 9 steps over a minimum of one year: initial diagnosis, data collection, data feedback, selecting interventions, implementing interventions, action planning, team building, inter-group development, and evaluation. Key values of OD include being humanistic by respecting individuals, optimistic by believing in progress through reason and cooperation, and democratic by respecting individual rights and fairness. These values imply treating individuals with support, challenge, and responsibility, and groups with investment in development, team leadership, and interactive solutions.
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action research model
The action research model focuses on planned organizational change as a cyclical process with several main steps:
1) Entry and problem identification where a client senses problems that could be addressed with an OD practitioner.
2) Contracting where the practitioner and client assess each other and their expectations and resources for change.
3) Diagnosis where the practitioner gathers data to determine the underlying causes of problems.
4) Feedback of diagnostic findings to the client to identify organizational strengths and weaknesses.
5) Joint planning of actions for change based on the diagnosis and resources. Evaluation of results then feeds back into the process to guide further action.
Od pdf
Role negotiation was developed by Roger Harrison as a technique to intervene in power dynamics within groups. It involves parties negotiating written agreements where each agrees to change certain behaviors in return for changes from others. The process consists of contract setting, issue diagnosis, influence trade, appreciation and concern exercises, and visioning. Participants negotiate agreements on work behaviors to change or continue and write them down. They then provide feedback to others and discuss vision for the future organization. A follow up later reviews if agreements were upheld and their impact.
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Dialogue session is a structured conversation designed to explore a topic with the potential for being conflictual, with the desired outcome resulting from a deeper understanding rather than from persuasion.
It is not the goal of a dialogue process to reach a solution or agreement; the dialogue has been successful if members of the group understand each other’s position better.
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Role negotiation techniques
Role negotiation is a team building technique developed by Roger Harrison that involves a series of controlled negotiations among group members to address issues related to power, authority, and influence within the group. It consists of five steps: contract setting to define needed behavior changes; issue diagnosis for individuals to identify how their effectiveness could improve if others change; influence trade for negotiating behavior changes; an appreciation and concern exercise; and visioning for the group to describe its future goals. The goal is to integrate people's roles through mutual agreement on role performance expectations to improve group effectiveness.
Hr intervention
Human resource interventions aim to help organizations improve performance and effectiveness. There are different types of interventions, including individual-based interventions like training and coaching, group-based interventions like team building, and inter-group interventions like conflict resolution. Effective interventions fit the organization's needs, are based on causal knowledge of intended outcomes, and transfer change-management skills to members. Designing effective interventions depends on factors like individual differences, organizational readiness for change, and the capabilities of the change agent.
Team building intervention
Team building aims to improve how a team works together through increased understanding of team dynamics and collective accountability. For Samsung, a $60 million division was failing to deliver products on time and losing $13 million annually. Their team building plan focused on effective communication, accountability, trust, and conflict resolution. Through a series of structured exercises and workshops addressing these topics, they were able to transform the team's work processes and mindset, improving efficiency, meeting deadlines, and becoming profitable again in under two years.
Organizational development interventions
This document discusses various types of organizational development interventions. It begins by defining intervention and describing criteria for effective interventions. It then discusses factors that impact the success of interventions, including those relating to the change situation and target of change. Various intervention types are covered such as team interventions, inter-group and third party interventions, and comprehensive OD interventions involving the whole system. Structural interventions involving redesigning the organization are also outlined. Presentation sections provide details on specific interventions like team building, process consultation, and socio-technical system design.
Third party peace making team work group OD interventions - Organizational ...
Intermediaries (or "third parties") are people, organizations, or nations who enter a conflict to try to help the parties de-escalate or resolve it.
Walton has presented a statement of theory and practice for third-party peace making interventions that is important in its own right and important for its role in organization development.
Classification of od interventions
This document classifies and describes various types of organizational development (OD) interventions. It discusses 12 major categories of OD interventions, including diagnostic activities, team building activities, intergroup activities, survey feedback activities, education and training activities, techno-structural activities, process consultation activities, third-party peacemaking activities, strategic management activities, sensitivity training, organizational transformation activities, and force-field analysis. The interventions are grouped based on their objectives and targets within an organization.
Od interventions
This document discusses various types of organizational development (OD) interventions. It categorizes and describes interventions such as survey feedback activities, education and training, techno-structural activities, process consultation, grid organization development, third-party peacemaking, coaching and counseling, life- and career-planning, planning and goal-setting, strategic management, and organizational transformation. It also discusses team building and inter-group interventions in more detail. The overall purpose of these interventions is to improve organizational effectiveness and performance through activities designed to enhance skills, structures, processes, and relationships within the organization.
Walton’s model of third party peace making team work group OD interventions ...
Intermediaries (or "third parties") are people, organizations, or nations who enter a conflict to try to help the parties de-escalate or resolve it.
Walton has presented a statement of theory and practice for third-party peace making interventions that is important in its own right and important for its role in organization development.
Issues in c c relationships
This document discusses organizational development (OD) consulting and the consultant-client relationship. It outlines the roles and responsibilities of consultants, including providing information and recommendations to clients, solving problems, making diagnoses, and assisting with implementation. The document also discusses areas of issues that can arise in the relationship, such as defining responsibilities, building trust, and ensuring ethical standards. Finally, it provides tips for consultants on building effective relationships with clients and achieving positive outcomes.
Participation and empowerment in od
The document discusses organisational development through participation and empowerment. It defines participation as sharing decision-making power through representatives at different management levels. Participation aims to make management self-managed. Empowerment is defined as sharing power with employees. Empowered organisations decentralize decision-making, have flatter hierarchies, and give employees responsibility and freedom within guidelines. Participation and empowerment enhance each other and improve performance.
Survey feedback - comprehensive OD interventions - Organizational Change an...
Collecting data about the system and feeding back the data for individuals and groups at all levels of the organization to analyze, interpret meanings, and design corrective action steps.
These are having two components- the use of Attitude Survey and the use of Feedback workshops.
HRD culture & climate
HRD refers to helping employees continuously develop their capabilities to perform current and future roles through training, learning, and developing an organizational culture of collaboration. An organization's culture is shaped by the underlying values and assumptions held by its members, while climate refers to the conscious environment as perceived by employees. HRD climate is influenced by how important human resource development is perceived to be, the level of openness, trust, and collaboration fostered, and how well HRD mechanisms like training and performance reviews are implemented. Developing an optimal HRD climate through supportive policies and practices can facilitate employee learning and development.
OD Interventions
Organization development (OD) interventions are techniques used to implement planned changes to an organization's culture and structure. Some key OD interventions include sensitivity training, which helps participants understand their own behavior and that of others through group interactions. Survey feedback collects data through questionnaires and provides anonymous feedback to employees. Process consultation examines workflows, relationships, and communication channels to identify problems and strategies for improvement. Job enrichment, enlargement, and redesign are structural interventions that aim to change roles and responsibilities within an organization.
Interpersonal and group process interventions
The document discusses four main interpersonal and group process interventions: T-groups, process consultation, third-party intervention, and team building. T-groups are designed to provide experiential learning about group dynamics, leadership, and interpersonal relations. Process consultation helps groups assess and improve processes like communication and decision-making to help themselves. Third-party intervention addresses conflicts between two or more people. Team building examines elements of work groups like goals, structure, and relationships to improve effectiveness.
Client consultant relationship
The document discusses the roles and relationships between clients and consultants in organizational development projects. It defines consultants as independent advisors contracted to help clients identify and solve management problems. The ideal relationship involves building trust and mutual understanding, with the consultant acting as a facilitator rather than expert to help develop the client's own problem-solving abilities over time.
Individual intervention - Organizational Development
Types of Individual Intervention, Detailed description on Interventions.
Do LIke and Share :) PLease share your feedback ! Thank You :)
Process assumptions-values-n-beliefs-of-od
Organizational development (OD) aims to increase organizational effectiveness through planned interventions. The typical OD process consists of 9 steps over a minimum of one year: initial diagnosis, data collection, data feedback, selecting interventions, implementing interventions, action planning, team building, inter-group development, and evaluation. Key values of OD include being humanistic by respecting individuals, optimistic by believing in progress through reason and cooperation, and democratic by respecting individual rights and fairness. These values imply treating individuals with support, challenge, and responsibility, and groups with investment in development, team leadership, and interactive solutions.
Assessment centre method performance appraisal.pdf
The document discusses performance appraisals and assessment centers. It defines a performance appraisal as a regular review of an employee's job performance and contributions. An assessment center is a technique used to measure a person's knowledge, skills, and abilities through exercises like in-basket tests, interviews, role plays and group discussions. Assessment centers are used for selection, identifying potential and talent, and determining training needs. While they provide expert evaluation of behaviors, assessment centers can be expensive and time consuming.
Hrd score card
The document discusses the HR scorecard, which is a strategic measurement system that helps measure, manage, and improve the strategic role of the HR department. It recommends a four-step process including identifying critical HR deliverables, customers, activities, and cost-benefit analyses. The HR scorecard focuses on four perspectives: HRD systems maturity, competence, linking business objectives to HR, and HRD culture. A sample scorecard for a hospital is provided that grades the organization's overall HRD maturity across the four perspectives.
action research model
The action research model focuses on planned organizational change as a cyclical process with several main steps:
1) Entry and problem identification where a client senses problems that could be addressed with an OD practitioner.
2) Contracting where the practitioner and client assess each other and their expectations and resources for change.
3) Diagnosis where the practitioner gathers data to determine the underlying causes of problems.
4) Feedback of diagnostic findings to the client to identify organizational strengths and weaknesses.
5) Joint planning of actions for change based on the diagnosis and resources. Evaluation of results then feeds back into the process to guide further action.
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Role negotiation was developed by Roger Harrison as a technique to intervene in power dynamics within groups. It involves parties negotiating written agreements where each agrees to change certain behaviors in return for changes from others. The process consists of contract setting, issue diagnosis, influence trade, appreciation and concern exercises, and visioning. Participants negotiate agreements on work behaviors to change or continue and write them down. They then provide feedback to others and discuss vision for the future organization. A follow up later reviews if agreements were upheld and their impact.
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Dialogue session is a structured conversation designed to explore a topic with the potential for being conflictual, with the desired outcome resulting from a deeper understanding rather than from persuasion.
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CHAPTER 16Handle Conflict, Negotiation, and Decision MakingD
CHAPTER 16
Handle Conflict, Negotiation, and Decision Making
Don't neglect the power of “yes”
LEARNING OBJECTIVES
At the end of this chapter you will be able to:
· Understand what conflict is, why it is occurring and how to manage it.
· Describe methods for effective negotiations.
· List tools that will help you make more effective and less biased decisions.
WHAT'S INSIDE?
· Be a Critical Thinker: Dealing with Deception at the Bargaining Table
· Bringing OB to Life: Intuition and US Airway Flight 1549
· Checking Ethics in OB: Is a Two-Tiered Wage System Ever Justified?
· OB in the Office: What to Do When Face-to-Face Negotiations Are Not Possible: Tips for Negotiating via Email
· OB in the Office: Sooner or Later You'll Know How to Negotiate a Better Raise
· Research Insights: Analytical and Intuitive Decisions: When to Trust Your Gut
· Worth Considering or Best Avoided? Labor and Management Sides Disagree. Is a Strike the Answer?
You are at work and you hear your colleagues disagreeing with each other loudly. Their voices can be heard throughout the office, and you notice people popping their heads up to see what's going on. You are in charge of the team, and you know that your organization prides itself on having a collegial culture. What do you do?
For many people, the answer is clear: Conflict is bad—we need to get rid of it. Conflict makes people uncomfortable and harms our ability to work together, so managers need to step in and resolve differences. Is this always true? Couldn't it be that conflict can also play a positive role in the workplace?
In this chapter, we show that conflict can be good when it surfaces important issues that need to be discussed. The key to managing it is knowing how to determine what kind of conflict is occurring and then using it to generate better decisions. This requires developing skills in areas that are becoming increasingly important in today's workplace: conflict, negotiation, and decision making.
16.1 Manage Conflict
LEARNING OBJECTIVES
Understand what conflict is, why it occurs, and how we can manage it more effectively.
· Define what conflict is and why it occurs.
· Understand conflict management strategies.
· Guard against common conflict management pitfalls.
Why Do We Have Conflict?
Conflict occurs whenever disagreements exist in a social situation over issues of substance, or whenever emotional antagonisms create frictions between individuals or groups.1 Team leaders and members can spend considerable time dealing with conflicts. Sometimes they are direct participants, and other times they act as mediators or neutral third parties to help resolve conflicts between other people.2 Because conflict dynamics are inevitable in the workplace, we need to know how to handle them.3
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Teams should provide constructive feedback to help members improve, with a focus on behaviors rather than people. Feedback training is important, and feedback should be thoughtful and focus on specific actions. Conflict is normal for diverse teams, and should be resolved through open communication, understanding different views, and finding mutually agreeable solutions.
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The document discusses organization development (OD) and various interventions used in OD, including sensitivity training, process consultation, survey feedback, team building, intergroup development, role negotiation, and appreciative enquiry. It provides descriptions of each intervention and their goals of improving organizational effectiveness and employee well-being through planned change efforts. The document also outlines positive results that can come from OD interventions like improved productivity, morale, and communication, as well as personal attributes considered important for an effective OD consultant.
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Role negotiation technique - Organisational development
- 1. ROLE NEGOTIATION TECHNIQUES BY Noor Bee M K
- 2. Introduction • Role negotiation technique is a team building technique involving negotiations between participants. • When the causes of team ineffectiveness are based on people’s behavior of unwillingness to change because it would mean a loss of power or influence, role negotiation could help to a great deal. • Role negotiation technique directly intervenes in the relationships of power, authority and influence within the group. The change effort is directed at the work relationships among members. • Role negotiation technique was developed by Roger Harrison
- 3. The steps in Role Negotiation Technique • Contract Setting • Issue Diagnosis • Influence Trade • Appreciation and Concerns Exercise • Visioning
- 4. 1. Contract Setting • OD consultant establishes the climate. OD consultant sets the ground rules. • The focus is on work behaviors, not feelings about people. • There needs to be specificity in stating what is needed in terms of: what work behavior needs to be started what work behavior needs to be stopped what work behavior needs to be continued • The session will consist of individuals negotiating with each other to arrive at a written contract of what behaviours each will change
- 5. 2. Issue Diagnosis • Individuals think about their own effectiveness improvement. • Issue Diagnosis Individuals think about how their own effectiveness can be improved, if others change their work behaviors. Then, each person fills out an issue diagnosis form for every other person in the group. On this form, the individual states what he or she would like the other to do more, less or unchanged. This is shared.
- 6. 3. Influence Trade • Individuals discuss most important behaviour changes expected from the other side and it leads to fruitful ends. • The negotiation ends when all parties are satisfied that they will receive a reasonable return for whatever they are willing to forego, agreed through a contract.
- 7. 4. Appreciation and Concerns Exercise • If the deficiency happens to be lack of appreciation, avoidance of confronting concerns and talents, then this will help. The facilitator (or consultant) will ask members to write one to three appreciations for each member of the group. Then the facilitator will ask members to jot down one or two minor irritants or concerns relative to each person. This forms the basis of further discussion.
- 8. 5. Visioning • Group members in one or more organisational groups describe their vision of what they want the organisation to be in future (by 6 months to 5 yrs).
- 9. Conclusion • It is best to have a follow-up meeting to determine whether the contracts have been honoured and to assess the effects of the contracts in terms of their effectiveness.