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.
Interventions are necessary for an organization to apply for effectiveness in functioning of an organization. this presentation is about part of interventions known as structural intervention.
T- group individual OD interventions - Organizational Change and Development...manumelwin
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.
Interventions are necessary for an organization to apply for effectiveness in functioning of an organization. this presentation is about part of interventions known as structural intervention.
T- group individual OD interventions - Organizational Change and Development...manumelwin
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.
Grid organizational development - comprehensive OD interventions - Organiza...manumelwin
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.
Implications of Organizational Development Organizational Change and Develop...manumelwin
Most individuals believe in their personal growth.
Majority of the people are desirous of making greater contributions to the organizations they are serving.
Organisational development and its techniquesPrarthana Joshi
It includes what is organizational development and various techniques. Its also includes a case study on organizational development in TCS organisation.
Comprehensive OD interventions - Organizational Change and Development - Man...manumelwin
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.
Action research - OD process - Organizational Change and Development - Manu...manumelwin
Dual purpose of action research:
Making action more effective.
Building a body of scientific knowledge around that action.
Action refers to: Programs and interventions designed to solve problems and improve conditions.
Grid organizational development - comprehensive OD interventions - Organiza...manumelwin
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.
Implications of Organizational Development Organizational Change and Develop...manumelwin
Most individuals believe in their personal growth.
Majority of the people are desirous of making greater contributions to the organizations they are serving.
Organisational development and its techniquesPrarthana Joshi
It includes what is organizational development and various techniques. Its also includes a case study on organizational development in TCS organisation.
Comprehensive OD interventions - Organizational Change and Development - Man...manumelwin
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.
Action research - OD process - Organizational Change and Development - Manu...manumelwin
Dual purpose of action research:
Making action more effective.
Building a body of scientific knowledge around that action.
Action refers to: Programs and interventions designed to solve problems and improve conditions.
This presentation includes general understanding of Team, Group, Effective team, difference between team and group, Networks, Dynamics, Process of team building and Guidelines for effective team building.
Team work group - OD interventions - Organizational Change and Development -...manumelwin
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.
2. Intervention
To intervene is to enter into an ongoing system of
relationships, to come between or among
persons, groups, or objects for the purpose of
helping them.
3. Distinction between
Groups and Teams
• A work group is
- a number of persons
- usually reporting to a common superior
- having some face-to-face interaction
- persons have some degree of interdependence in carrying
out tasks for the purpose of achieving organizational goals
• A team is
- a form of group
- has some characteristics in greater degree than ordinary
groups
- and a higher degree of interdependency and interaction
4. Different Types of Teams
• Cross-Functional Teams: comprised of individuals
with functional home base- eg. Manufacturing,
design, eng etc.- but they meet regularly to solve
ongoing challenges requiring input from a number of
functional areas
• Effective Teams: are relaxed, comfortable and
informal
• High-Performance Teams: have strong personal
commitment to each other- commitment to other’s
growth and success
5. Effective Team
An effective team has certain characteristics that allow the
team members to function more efficiently and productively.
An effective team develops ways to share leadership roles
and ways to share accountability for their work
products, shifting the emphasis from the individual to several
individuals within the team. A team also develops a specific
team purpose and concrete work products that the members
produce together.
6. Components of effective team
There are four essential components to an effective team:
1. Positive Corporate Culture
2. Give Recognition
A. Outstanding performance
B. Continued performance
C. Improved performance
3. Positive Feedback
4. Provide New Opportunities
7. Team Intervention
The purpose of this team is to help Employees /
Members of the team that are struggling in
some way. This usually refers to performance
but can include emotional/behavioral/social
concerns.
8. When Team Members Give Up
In a study of 569 managers, they reported that they limited their efforts or input
in over 56% of the teams in which they participated. The major causes
for giving up were cited as:
• Presence of someone with expertise (73%)--I wasn't needed
• Presentation of compelling argument (62%)--I didn't have other information for
an argument
• Lack of confidence in ability to contribute (61%)--I wasn't prepared or there
were other "high power" people.
• Unimportant or meaningless decision (52%)--why waste my time?
• Pressures to conform to team decision (46%) --groupthink at its best!
• Dysfunctional decision making climate (39%)--you want me to risk what?!
9. This Intervention can be used effectively to:
Engage and align individuals, or cross-teams, to collaborate effectively
Bring in high energy and charge up the team to achieve stretched goals
Set up a high performance climate in the organisation
11. THE FORMAL GROUP DIAGNOSTIC MEETING
Its purpose is to conduct a general critique of
the performance of the group and to uncover
and identify problems on which they will work
on
12. THE FORMAL GROUP TEAM-BUILDING MEETING
It has the goal of improving the team’s
effectiveness through better management of
task demands, relationship demands and
group processes.
13. PROCESS CONSULTATION INTERVENTIONS
• Process consultation model is similar to team-
based interventions
• It places greater emphasis on diagnosing and
understanding process events
14. Steps in Team Intervention
Step 1 - Identify At-Risk Population
Step 2 - Initial Intervention Team Meeting
Step 3 - Interventions Begin
Step 4 - Second Intervention Team Meeting
Step 5 - Request for Further Testing
15. Step 1 - Identify At-Risk Population:
• It must be determined which members are “at-risk”. The lowest
10% in each level will be the target group.
• Identify them by considering Previous year’s review or with various
assessment technique.
Step 2 - Initial Intervention Team Meeting:
- Review data with all personnel in attendance
- Brainstorm interventions (interventions must be research-
validated). Other interventions may have been agreed upon during
the initial Intervention Team meeting.
16. Airtel Enterprise
Team interventions usually focus on the following:
• Clarify Direction: often facilitate teams, to clarify their visions and
goals, and their understanding of the business environment, market
and competitor forces within their operation.
• Inspiring Performance: This involves clarifying individual and team
roles, their interdependencies and communication between them.
• Building Relationships and Trust: use techniques such as sharing
information, giving and receiving feedback, as well as practical
behavior frameworks such as MBTI, Enneagram, DISC Transactional
Analysis and Learning Styles, to help colleagues understand each other
better.
17. • Conflict Management: help clarify the rules of engagement and, if
necessary, use conflict management techniques to help protagonists
stand back and take a fresh look at how they are behaving and working
together, and explore options for change.
• Relating to the External World: identify the key external stakeholders of
the team, how communication occurs between them and individual team
members, and facilitate changes which simplify and enhance
effectiveness.