Behavioural Interventions in Od Final

8/22/2019 Behavioural Interventions in Od Final

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Prepared by:

Namita Aggarwal & Shefali Sachdeva


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Intergroup

conflictOrganization

Interpersonal conflicts

Low productivity


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Emphasizes better utilization of human

resources by improving:

Morale.

Motivation. Commitment of members.

OD is traditionally associated with behavioral

strategies.


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An intervention is a set of sequenced and

planned actions or events intended to help the

organization to increase its effectiveness.

Interventions purposely disrupt the status quo.


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The number of OD interventions is large. But

they vary in the range and depth of their

penetration into the organizational system and

in the purpose they serve. No two interventionsare alike and there is no single OD method

capable of serving all the likely objectives of an

organization. Sometimes several methods of

OD are used together.


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Sensitivity training

Team building

Process consultation

Survey feedback

Grid training

Action Research

Management by objectives (MBO)Role analysis technique (RAT)

Role negotiation technique

Force-field analysis


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Kurt Lewin & friends 1946

Development ofTgroup

It is a method of changing behavior through

unstructured group interaction.

It is sought to help individuals towards better

relationships with others. The primary focus is

on reducing interpersonal friction.


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The actual technique employed is T-group. It is small group of 10

to 12 people, assisted by a professional behavioral scientist who

acts as a catalyst and trainer for the group. There is no specified

agenda. He merely creates the opportunity for group members to

express their ideas and feelings freely. Since the trainer has no

leadership role to play, the group must work out its own methods

of proceeding. A leaderless and agenda-free group session is on.

They can discuss anything they like. Individuals are allowed to

focus on behavior rather than on duties. As members engage in

dialogue, they are encouraged to learn about themselves as they

interact with others.


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Problem sensing

Examining differences

Giving & receiving feedback

Developing interactive skills

Follow up action


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These activities perhaps more accuratelydescribe an approach, a consulting mode inwhich the client gains insight into the humanprocesses in organizations and learn skills in

diagnosing and managing them.

Primary emphasis is on processes such ascommunications, leader and member roles ingroups, problem solving and decision making,

group norms and group growth, leadershipand authority, and intergroup cooperation andcompetition. '


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Managers often need special diagnostic help in

knowing what is wrong with the organization.

Most managers have a constant desire to

increase organizational effectiveness, but theyneed help in deciding how to achieve it.

Managers can be effective if they learn to

diagnose their own strengths and weaknesses

without an exhaustive and time-consuming

study of the organization.


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It involves developing reliable questionnaires,

collecting data from personnel, analyzing it for

trends, and feeding the results back to

everyone for action planning.


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Activities that rely on questionnaire surveys to generate

information.

Groups analyze the data regarding their performance and

design action plans to correct problems.

It involves:

Data Collection

Feedback of Information

Follow up action


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The survey feedback intervention of OD is well-organized and systematic approach.

The technique is derived from a long and sound

tradition of attitude measurement and survey

research. It is an informational and efficient technique for

fostering organizational effectiveness. As it does

not involve a high degree of emotion and soul

searching on the part of the participants, thistechnique is devoid of the main limitation of

emotional instability or psychological damage of

the participants.


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1. Activities developed by Robert Blake and

Jane Mouton, constitute a six phase change

model involving the total organization.

2. Internal resources are developed to conduct

most of the programs which may take 3 to 5

years.


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SIX PHASES:

1. Managerial grid: The model starts with upgradingindividual managers' skills and leadership abilities,

2. Team work development: moves to team

improvement activities,3. Intergroup development: then to intergroup relations

activities.

4. Developing ideal strategic corporate model: Laterphases include corporate planning for improvement,

5. Implementing ideal strategic corporate model:developing implementation tactics, and

6. Systematic critique: finally, an evaluation phaseassessing change in the organization culture andlooking toward future directions.


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One of the most publicized techniques of OD is the

grid organization development. Grid identifies arange of management behaviors based on various

ways in which task-oriented and people-oriented

styles can interact with each other.

Instead of decolonizing the two dimensions of

leadershipconcern for production and concern

for peopleBlake and Mouton contend that

managers should be concerned with both people

and production in order to achieve effectiveperformance results. They contend that in order to

maximize organizational effectiveness, managers

must be trained to develop this 9,9 style of

leadership.


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Researcher enters a problem situation, diagnoses it and make

recommendations for remedial treatment (recommendations may not

be put into effect by client group)

People who are to take action are involved in the entire process

from the beginning(involvement increases the likelihood of carrying out

the actions once decided upon)

Researcher keeps the systematic, extensive record of what he/ she did

and what effects it had (may encounter situations too divergent from

one another, which may not permit generalizations)

It is controlled research on the relative effectiveness of various

techniques (is difficult to do when client wants immediate answers)

Diagnostic

Participant

Empirical

Experimental

Data Collection

Feedback of data to client system members

Action planning based on the dataTaking action

Evaluating results of actions

Types

Diagnostic

Participant

Empirical

Experimental


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Diagnosing

Taking Action

Re-Diagnosing

Taking New Action

This process is known as

Action Research

Change occurs based on the actionstaken

New knowledge comes from

examining the results of the actions.

Three ingredients:

1. Participation

2. OD consultant (as collaborator & colearner)

3. Iterative process of diagnosis & action


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Management by objectives emphasizes

participative set goals that are tangible,

verifiable, and measurable. It is not a new

idea. In fact, Peter Drucker originally

proposed it years ago as a means of using

goals to motivate people rather than to control

them.

Goal specificity, participative decision-making,an explicit time period, and performance

feedback make up the core of MBO.


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After appraisal

Recycling

Objective setting

Action planning

Performance review


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The role analysis technique intervention is designed

to clarify role expectations and obligations of team

members to improve team effectiveness. In an

organisation, individuals fill different specialized

roles in which they manifest certain behaviors. This

division of labour and function facilitates

organizational performance. Often, however, the

role incumbent may not have a clear idea of the

behaviour expected of him by others and, equally

often, what others can do to help the incumbent

fulfill the role is not understood.


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When the causes of team ineffectiveness are based on people's

behaviours that they are unwilling to change because it would mean a loss

of power or influence to the individual, a technique developed by RogerHarrison called role negotiation can often be used to great advantage.

Role negotiation intervenes directly in the relationships of power, authority,

and influence within the group. The change effort is directed at work

relationships among members. It avoids probing into the likes and dislikes

of members for one another and their personal feelings about one another.

The technique is basically an imposed structure for controlled negotiations

between parties in which each party agrees in writing to change certain

behaviour in return for changes in behaviour by the other. The behaviour

relates to the job. Specifically, I ask you to change some of your behaviour

so that I can do my job more effectively; and you ask me to change some

of my behaviour so that you can do your job more effecitvely. Harrisonstates that the technique rests on one basic assumption: Most people

prefer a fail negotiated settlement to a state of unresolved conflict, and

they are willing to invest some time and make some concessions in order

to achieve a solution.


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The oldest intervention in the OD practitioner's toolkit is the force-field analysis, a device forunderstanding a problematic situation and planningcorrective actions.

This technique rests on several assumptions: thepresent state of things (the current condition) is aquasi-stationary equilibrium representing a resultantin a field of opposing forces.

A desired future state of affairs (the desiredcondition) can only be achieved by dislodging thecurrent equilibrium, moving it to the desired state,

and stabilising the equilibrium at that point. To move the equilibrium level from the current to the

desired condition, the field of forces must bealteredby adding driving forces or by removingrestraining forces.


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Training and Development

Organizational Confrontation Meeting

Goal Setting

Performance AppraisalReward Systems

Career Planning and Development

Managing Work Force DiversityEmployee Stress and Wellness

Documents

Behavioural Interventions in Od Final