OD INTVN.TECHNIQUES

O D Intervention Techniques Chapter 8 : 

O D Intervention Techniques Chapter 8 DR. RAJNI SINGH

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Objectives 􀂄 Identify and understand the range of major intervention techniques and how they can be applied 􀂄 Identify the way various interpersonal, team, and intergroup techniques fit into an OD program. 􀂄 Understand the change strategies.

O D Intervention techniques: 

O D Intervention techniques Three Basic Approach to OD 􀂄 Structural 􀂄 Technical 􀂄 Behavioral

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Structural 􀂄 Changes that relates the elements of the organization to one another. 􀂄 Other structural changes include removing or adding layers to an organizational hierarchy. 􀂄 Downsizing is often associated with restructuring efforts 􀂄 Structural changes of another type involve decentralization and centralization. 􀂄 Mergers use structural changes to bring two companies together

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Technical 􀂄 Changes in machinery, methods, automation, job design that bring an organization up to state of the art. 􀂄 The changes have helped companies and their employees become more productive.

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Behavioral 􀂄 Emphasizes the better utilization of human resources by improving the level of morale, motivation, and commitment of members. 􀂄 In the past behavioral strategies were often neglected when organizations implement changes. 􀂄 OD traditionally has been associated with behavioral strategies. 􀂄 In practice changes made using any one strategy will likely require some use of the other two. 􀂄 Structural, technological, and behavioral change strategies are not change per se. 􀂄 The determining feature of an OD strategy is the process used to arrive at and carry out the strategy.

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Integration of Change Strategies 􀂄 OD attempts to deal with organization change from an integrated standpoint that considers structural, technical, and behavioral changes and how these change approaches influence on another 􀂄 Interdependence of subelement (departments) of an organization needs to be considered. 􀂄 Change strategies need to take account of both overt and covert elements of an organization. 􀂄 Covert elements are often obscured or hidden. 􀂄 Examples of convert elements include patterns of communication, trust, and openness. 􀂄 When developing a change strategy, second-order consequences should be considered where a change in one area influences other areas.

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Stream Analysis 􀂄 Stream analysis is a method useful in planning behavioral, structural, and technical changes. 􀂄 Begins by identifying behavioral, technological, and structural interventions that organization can implement as part of the OD program. 􀂄 Helps the organization to diagnose and plan interventions over a period of time 􀂄 Provides a graphical portrayal of the changes and allows for progress in implementing specific changes to plotted.

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Selecting an OD Intervention 􀂄 Interventions are range of actions designed to improve the health of the client system. 􀂄 Are the specific means, activities, and programs by which change can be determined

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Cont : 􀂄 In selecting a specific OD techniques, the practitioner and the client consider a number of factors 􀂄 The potential results of the techniques 􀂄 The potential implementation of the technique including the costs versus benefit 􀂄 The potential acceptance of the technique

Laboratory Training: 

Laboratory Training Laboratory Training: The National Training laboratories (NTL) development of training groups known as sensitivity training or T-groups . Laboratory Training began in 1946 when Kurt Lewin and his staff at the Research Center for Group Dynamics at MIT were asked by the Connect Interracial Commission and the Committee on Community Interrelations of the American Jewish Congress for help on training community leaders. A workshop was developed for the leaders to learn about leadership and to discuss problems. At the end of each day, the researchers discussed privately what behaviors and group dynamics they had observed. The leaders asked permission to sit in on these feedback sessions. Reluctant at first, the researchers finally agreed. Thus the first T-group was formed in which people reacted to information about their own behavior.

Survey Research Feedback:: 

Survey Research Feedback: Survey Research Feedback: Kurt Lewin formed the Research Center for Group Dynamics at MIT in 1945. After he died in 1947, his staff moved to the University of Michigan to join the Survey Research Center as part of the Institute for Social Research. It was headed by Rensis Likert, a pioneer in developing scientific approaches to attitude surveys (five-point Likert scale).

Productivity and Quality-of-Work-Life (QWL):: 

Productivity and Quality-of-Work-Life (QWL): Productivity and Quality-of-Work-Life (QWL): This was originally developed in Europe during the 1950s and is based on the work of Eric Trist and his colleagues at the Tavistock Institute of Human Relations in London. This approach examined both the technical and the human sides of organizations and how they are interrelated.

Action Research: 

Action Research Action Research: In the 1940s John Collier, Kurt Lewin , and William Whyte discovered that research needed to be closely linked to action if organizational members were to use it to manage change. Action research has two results: 1) organizational members use research on themselves to guide action and change, while 2) researchers were able to study the process to gain new information. Two noted action research studies was the work of Lewin and his students at the Hardwood Manufacturing Company (Marrow, Bowers & Seashore, 1967) and Lester Coch and John French's classic research on overcoming resistance to change ( Coch & French, 1948).