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An Experiential Approach to Organization Development 7 th edition Chapter 7Slide 1
Chapter 7Chapter 7
Process Intervention
Skills
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 2
Learning Objectives
Understand key OD process skills and
determine how they can be applied.
Practice using OD process skills.
Identify and gain insights into your own OD
style.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 3
Walking the Front at Disney(part 1 of 2)
“The actions of one leader, multiplied by
thousands of leaders, can reshape a culture.”
Judson Green, head of Walt Disney Attractions.
Disney has one of the world’s most deeply
rooted corporate cultures.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 4
Walking the Front at Disney(part 2 of 2)
The leadership style at Disney is inclusive.
Managers work frontline shifts during peak
periods.
Where guests’ satisfaction ratings are highest,
cast members rate their leaders as
outstanding.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 5
New Paradigm in Organizations
Change occurring in leadership styles because
of importance of teams.
Organizations relying more on team approach.
Managers will need new skills.
Understanding group and team behavior is
needed.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 6
Process Interventions (part 1 of 2)
Process intervention is OD practitioner skill for
helping work groups become more effective.
Helps work group to understand way it
operates.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 7
Process Interventions (part 2 of 2)
The manager helps team learn to diagnose and
solve their own problems.
Team becomes more independent.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 8
Group Process
Process interventions concentrates on how
groups and individuals within those groups
behave.
Process is the how of the group.
Content is the what of the group.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 9
Five Areas Crucial to Effective Organization Performance
1. Communication.
2. Member roles & functions in groups.
3. Group problem-solving & decision-making.
4. Group norms & growth.
5. Leadership & authority.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 10
Figure 7.1Group Process Interventions
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 11
Communications
Analyzing communications process within
group.
Observing length of time member talks, who
talks to whom, and who interrupts whom.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 12
Member Roles and Functions
Observing roles and functions of members.
Roles divided into 3 categories:
Group task.
Group building and maintenance.
Individual.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 13
Table 7.1Group Behavior Interventions
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 14
Problem Solving andDecision Making
Helping group understand how it makes
decisions.
Group consensus is one all members share in
making and will support.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 15
Group Norms and Growth
Assisting group in understanding its norms and
how they affect decision making.
Group will improve decision making as
members grow.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 16
Leadership and Authority
Group understands impact of leadership and
authority.
Roles of formal and informal leaders clarified.
Leadership functions shared among group
members.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 17
Our Changing World: Grassroots Leadership at Shell (part 1 of 3)
Managing director Steve Miller tried to
transform Shell but with little progress.
Went directly to employees in field (coal-face).
He brought change to lower levels and let it
spread to managers above.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 18
Our Changing World (part 2 of 3)
Leadership changes at Shell:
Solutions to problems reside with people at
coal face.
Leader finds ways to empower frontline
people and hold them accountable.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 19
Our Changing World (part 3 of 3)
Approach to change:
Brought in 6 to 8 member teams.
Teaching method used was the fishbowl.
• One team in middle working on problem,
another team observes.
• Observing team learns from another team’s
performance.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 20
Types of Process Interventions
Process interventions differ but never involve
the group’s task.
Concern is how group going about
accomplishing its task.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 21
Process Interventions Include:
Clarifying.
Summarizing.
Synthesizing.
Generalizing.
Probing.
Questioning.
Listening.
Reflecting Feelings.
Providing Support.
Coaching.
Counseling.
Modeling.
Setting the Agenda.
Feedback.
Structural Suggestions.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 22
Clarifying and Summarizing
Purpose is to resolve misunderstandings.
Provides a summary of major points.
Helps the group to understand where it is.
Example: “Mary, I seem to be hearing you
say…. Is this correct?”
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 23
Synthesizing and Generalizing
Puts several points together in common theme.
Takes ideas of one person and attaches them
to group.
Example: “Am I correct in assuming the rest of
you share Irwin’s position?”
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 24
Probing and Questioning
Seeks more information and asks questions.
Useful at beginning of discussion if members
reaching hasty conclusions.
Example: “Larisa, I’m not sure everyone
understands your point. Could you explain it
in more detail?”
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 25
Listening
Communicates nonverbally that one is listening.
Uses eye contact and body posture.
Hears entire message including feelings.
Examples: eye contact, nod of head, body
posture.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 26
Reflecting Feelings
Communicates back to speaker feeling part of
message.
Listener practices empathy.
Example: “Shannon, am I correct in assuming
you have a problem with what Murphy has
just reported?”
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 27
Providing Support, Coaching, and Counseling
Gives assistance to group or individual on
behaviors to improve.
Encourages members to talk and express
ideas.
Compliments group for productive meeting.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 28
Modeling
Learning to give process observations by
observing someone else making process
observations.
Members encouraged to take role of providing
process interventions.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 29
Setting the Agenda
Sets aside time to discuss process issues apart
from content issues.
May include how well members communicate
with each other.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 30
Feeding Back Observations
Provides feedback on group process.
Limited to extent that group is able to accept
feedback.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 31
Structural Suggestions
Provides suggestions on group membership,
communication patterns, allocation of work,
and lines of authority.
Manager avoids stepping in and taking over.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 32
Results of Process Interventions
Little empirical evidence on success of process
interventions.
Some findings suggest positive effects on
participants.
Process interventions relied upon by OD
practitioners and increasingly used by line
managers in daily operations.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 33
OD in Practice:Shaking up HP (part 1 of 2)
Discuss HP in light of new information.
CEO Fiorina dismissed by HP’s board.
Official reason was “strategic differences” with
the board.
Discuss HP in light of new information.
What does B.W. and W.S.J. report?
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 34
OD in Practice:Shaking up HP (part 2 of 2)
Who is her replacement?
Has new CEO been able to bring change to
HP?
What style of change does this new person
brings to HP.
What happened to Fiorina?
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 35
Key Words and Concepts
Agenda setting interventions - sets aside time
when process issues discussed.
Empathy - listener tries to see world from
speaker’s point of view.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 36
Group building and maintenance functions -
help group grow and improve members’
relationships.
Group consensus - decision made by group
that all members can support.
Group content - task or what a group does.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 37
Group process - how group goes about
accomplishing task.
Group task functions - behaviors that directly
help the group solve its task.
Individual functions - behaviors that satisfy
individual needs and inconsequential to
group’s task.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 38
Member roles - functions that individual
members play in a group.
Norms - organized and shared ideas
regarding what group members should do
and feel.
Process interventions - how the group is
accomplishing its task.
An Experiential Approach to Organization Development 7 th edition
Chapter 7Slide 39
Preparations for Next Chapter
Read Chapter 8.
Read instructions for OD Skill Simulation 8.1
and complete Step 1.
Read and prepare analysis for Case: The
Farm Bank.
