Intervention strategies
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The document summarizes different types of organization development intervention strategies identified by Robert Blake and Jane Mouton. It lists discrepancy, theory, procedural, relationship, experimentation, dilemma, perspective, organization structure, and cultural interventions. The interventions involve structured activities aimed at organizational improvement and individual development. The second document classifies organization development interventions based on their primary target - individuals, dyads/triads, teams and groups, intergroups, or the entire organization. It provides brief descriptions of interventions targeting each level. The third document outlines expected results from organization development interventions, including feedback, awareness of changing norms, increased interaction/communication, confrontation, education, participation, increased accountability, and increased energy/optimism. The
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Intervention strategies
- 1. Intervention Strategies Jacob John Panicker
- 2. Organization Development Intervention Strategies OD interventions are sets of structured activities in which selected organizational units (target groups or individuals) engage in a task or sequence of tasks with the goals of organizational improvement and individual development. Robert Blake and Jane Mouton identified the following type of interventions based on the underlying causal mechanisms: Discrepancy intervention, which calls attention to a contradiction, in action or attitudes that then leads to exploration. Theory intervention, when; behavioral science knowledge and theory are used to explain present behavior and assumptions underlying the behavior.
- 3. Procedural intervention, which represents a critiquing of how something is being done to determine whether the best methods are being used. Relationship intervention, which focus attention on interpersonal relationships (particularly- those where there are strong negative feelings) and surfaces the issues for exploration and possible resolution. Experimentation intervention, in which two different action plans are tested for their consequences before a final decision on one is made. Dilemma intervention, in which an imposed or emergent dilemma is used to force close examination of the possible choices involved and assumptions underlying them. Perspective intervention, which draws attention, away from immediate actions and demands and allows a look at' historical background, context, and future objectives in order to assess whether or not the actions are "still on target". Organization structure intervention, which calls for examination and evaluation of structural causes for organizational ineffectiveness. Cultural intervention, which examines traditions, precedents, and - practices-the fabric of the organization’s culture- in a direct focused approach.
- 4. Classifying OD Interventions Saneem Nazim
- 5. Classifying OD interventions by the primary target of the intervention An OD intervention is a structured activity that helps create change for organization development. Another way to classify OD interventions is by the primary target of the intervention. Individuals. Interventions are designed to improve effectiveness of the individual. OD practitioners recognize that needs for personal growth and development are most likely to be satisfied in a supportive and challenging work environment. Dyad/Triad This group includes superior/subordinate pairs, interdependent peers, linking pairs, persons who have multiple group memberships etc. As a primary target group, interventions are designed for dyads acid triads also.
- 6. Teams and Groups The team plays a very important role in organization development. OD practitioners recognize two principles in this respect. First, teams are viewed as important vehicles for helping people to satisfy important needs. Second, it is believed that improved collaboration within and among teams can improve organizational performance. Inter groups OD intervention designs intergroup relations are, inter group activities Organizational mirroring, partnering, process consultation, third party peace making at group level, survey feedback etc. Organization OD practitioners operate on the premise that any changes in one purl of the system will also-affect other parts. The organization’s culture is considered to have an important impact on member attitudes arid morale. And it is believed that structure and jobs can be designed to.
- 7. Expected Results from OD Interventions M. Swalih
- 8. Expected Results from OD Interventions Feedback: It refers to learning new data about oneself, others, group processes or organizational dynamics-data that one did hot previously take active account of and that reflects an objective picture of the real world. Awareness of Changing Sociocultural Norms or Dysfunctional Current Norms. Often people modify their behavior, attitudes and values when they become aware of changes in the norms influencing their behavior. Increased interaction and communication. Increasing interaction unit communication between individuals and groups causes changes to attitude and behavior. Increased communication allows one to check one's perceptions to see if they are socially validated and shared. Confrontation. This term refers to surfacing and examining differences in beliefs, feelings, attitudes, values, or norms to remove obstacles to effective interaction.
- 9. Education. Education activities upgrade (a) knowledge and concepts (b) beliefs and attitudes and (c) Skills. In organization development education activities increase these three components in several content areas: task achievement, social relationships, organizational dynamics and processes and processes for managing change. Participation. Increasing the number of people involved in problem solving, goal setting, and generating new ideas increases the quality and acceptance of decisions, increases job satisfaction, and promotes employee well-being. Increased Accountability. Activities that clarify people’s responsibilities and that monitor performance related to these responsibilities increase accountability. Both features must be present for accountability to enhance performance. Increased energy and optimism- Activities that energize and motivate people through vision of new possibilities contributes toward a future that is desirable.
- 10. THANKS