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Contents OD Intervention Purpose Strategies /
Techniques Mode /Level
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.
Argyris, C. (1970) Intervention theory and method. Reading, MA: Addison-Wesley
OD Interventions The planned activities clients and
consultants participate in during the course of an OD programme for changing the status quo.
An action or set of actions designed to introduce changes in organisation for improving its efficiency and effectiveness.
A set of planned change activities intended to improve organization's effectiveness, including quality of work life and productivity.
- Cumming, 1993
OD Interventions In a sense, intervention is any event, directed toward improving organizational effectiveness, that disrupts an organization’s normal way of operating.
- Smither, R. et al.,1970 Interventions sometimes involve a consultant from outside the organization, but many times management itself intervenes to make organizational changes.
Purpose of OD Interventions
Disrupt the Status Quo Address organisational problems Organisational transformation Enhance efficiency and
effectiveness Improving HR capacity
Interventions are vehicle for causing change, which:
Why OD Interventions?
Conceptual FrameworkOD Interventions Output OutcomeIndividual
Intervention
• Selection• T&D• Counseling• Promotion
Structural Interventi
on• Org. design• Job design• Down
sizingProcess
Intervention• Goal setting• Team building• Decision
making
Human Output
• Individual commitment & Involvement
Perceived Org. Performance• Improvement
in cereal production
Beer, 1980
Types / Classification of Change Strategy or Intervention Techniques
Changing the Organisation’s Structure
Changing the Organisation’s Technology
Changing the People / Behaviour
Integration of these three strategies for successful OD
intervention is must.
Integrated Approach to Change
Intervention Mode Level of Oragnisation
Top (Policy) Level Middle Level Operational Level
Target Group Individual Team Organisation
Organisational Elements Human Technical Structural Process
Interventions designed to improve the effectiveness of Individuals Life and Career
Planning activities Education and Training Mentoring, Coaching
and Counseling T-group (Sensitivity
training) Job redesign Gestalt OD Behavior modeling
Individual goal setting / 360 degree feedback
Performance appraisalLeadership development Values Clarification and
Value Integration Conflict Management Action Learning Self-Awareness Tools Reflection Responsibility Charting
Interventions designed to improve the effectiveness of Teams Team building: task /
process directed Interdependency
exercise Appreciative inquiry Responsibility
charting Role analysis
technique Decision making,
problem solving, planning, goal setting in team
Conflict management/ Confrontation meeting
Job enrichment
MBO Appreciations and
concerns exercise Gestalt OD Visioning Quality of work life
programmes Quality circles Force field analysis Self managed teams Process consultation
Interventions designed to improve the effectiveness of the Organisation Socio-technical
systems MBO Cultural analysis Confrontation
meetings Visioning Strategic planning Performance
management Employee
wellness / Reward system
Diversity management
KM
Interdependency exercise Survey feedback Appreciative inquiry QWL programmes TQM Physical settings Large scale systems
change Succession planning Structural changes /
Restructuring: Downsizing, Decentralization and Centralization
Interventions designed to improve the Process
Continuous Process Improvement
Process Reengineering TQM Benchmarking Six Sigma Procedural Manuals Work Simplification
A Successful OD Intervention Communicate more openlyCollaborate more effectivelyTake more responsibilityMaintain a shared visionSolve problems more effectivelyShow more respect and support for others Interact with each other more effectivelyBe more inquisitiveBe more open to experimentation and new ways of doing things
Conclusion Intervention is vehicle for causing change. One of the critical aspects of making an intervention successful is being certain the person responsible for implementing change has a good knowledge of intervention appropriate to the situation.
Who will take initiative?
May-14
Who will take initiative?
May-14
Thank You
