09 Sep Explain two traditional organization process interventions- the organization confrontation meeting and the intergroup conflict method.
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Organization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley
CHAPTER
11
Organization Process Approaches
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Provide an overview of organization-level process approaches.
Explain two traditional organization process interventions- the organization confrontation meeting and the intergroup conflict method.
Describe and evaluate the effectiveness of large-group interventions.
Define and assess the effectiveness of culture change.
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Diagnostic Issues in Organization Process Interventions
Organization process approaches are driven by diagnostic data collected at the organization level.
OD practitioners should be able to clearly articulate a sound business case as to how the environmental pressures or organization design features constraining current effectiveness will be addressed by the process intervention.
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Organization Confrontation Meeting
The confrontation meeting is an intervention designed to mobilize the resources of the entire organization to identify problems, set priorities and action targets, and begin working on identified problems.
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Confrontation Meeting Process
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Intergroup Conflict Interventions
The quality of group relationships in an organization can affect how well the organization performs
Organizations with highly interdependent departments require good working relationships to be effective
Intergroup conflict interventions can focus on behavioral and attitudinal change solutions.
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Approach to Resolving Intergroup Conflicts
Groups and consultant convene to address issues
Groups are asked to address three questions
What qualities/attributes best describe our group?
What qualities/attributes best describe their group?
How do we think the other group will describe us?
Groups exchange and clarify answers
Groups analyze the discrepancies and work to understand their contribution to the perceptions
Groups discuss discrepancies and contributions
Groups work to develop action plans on key areas
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Attitudinal and Behavioral Group Conflict Interventions
Behavioral Group Interventions
Apply when task interdependence between the conflicting groups is relatively low and predictable
Attitudinal Group Interventions
Apply when task interdependence between the conflicting groups is high and unpredictable
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Large Group Interventions
Focus on issues affecting the whole organization or large segments of it, such as developing new products or services, responding to environmental change, or introducing new technology
Various Change Programs
Search Conferences
Open-Space Meetings
Open-Systems Planning
World Cafés
Decision Accelerators
Appreciative Inquiry Summits
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Large Group Intervention Assumptions
A variety of organization stakeholders must be involved to create an accurate view of the environment and organization
Stakeholders must develop a shared understanding of the environment to permit coordinated action
Participants perceptions must accurately reflect the condition of the environment if organizational responses are to be effective
Large group processes must create conditions for ownership and commitment.
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Large Group Intervention Process
Preparing for the large-group meeting
Identify a compelling meeting theme
Select appropriate stakeholders to participate
Develop relevant tasks to address meeting theme
Conducting the meeting
Open Systems Methods
Open Space Methods
Positive Methods
Following up on the meeting outcomes
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Open Systems Methods
Map the current environment facing the organization
Assess the organization’s responses to the environmental expectations
Identify the core mission of the organization
Create a realistic (or likely) future scenario given environmental expectations and organization capabilities
Create an ideal future scenario(s) of environmental expectations and organization responses
Compare the present with the ideal future and prepare an action plan for reducing the discrepancy
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Open-Space Methods
Set the conditions for self-organizing
Announce the theme of the session
Establish norms for the meetings
The “Law of Two Feet.”
The “Four Principles.”
“Whoever comes are the right people.”
“Whatever happens is the only thing that could have.”
“Whenever it starts is the right time.”
“When it is over, it is over.”
Participants create the agenda
Coordinate activity through information postings
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Positive Methods
Discover the organization’s positive core
Dream about and envision a more desired and fulfilling future
Design the structural and systems arrangements that will best reflect and support the vision or dream
Create the specific action plans that will fulfill the organization’s destiny
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Concept of Organization Culture
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Defining and Diagnosing Organization Culture
Behavioral Approach
Pattern of behaviors (artifacts) most related to performance
Competing Values Approach
Pattern of values emphasis characterizing the organization
Deep Assumptions Approach
Pattern of unexamined assumptions that solve internal integration and external adaptation problems well enough to be taught to others
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Competing Values Approach to Culture
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Implementing Culture Change
Formulate a clear strategic vision
Display top-management commitment
Model culture change at the highest levels
Modify the organization to support change
Select and socialize newcomers; terminate deviants
Develop ethical and legal sensitivity
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Organization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley
CHAPTER
12
Employee Involvement
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Define the principles of employee involvement and describe its relationship to performance.
Compare three employee involvement interventions: parallel structures, total quality management, and high-involvement organizations.
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Overview of Employee Involvement
Employee involvement seeks to increase members’ input into decisions that affect organization performance and employee well-being.
Employee involvement (EI) is the broad term for diverse approaches to gain greater participation in relevant workplace decisions.
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Definition of Employee Involvement
Power
Extent to which influence and authority are pushed down into the organization
Information
Extent to which relevant information is shared with members
Knowledge and Skills
Extent to which members have relevant skills and knowledge and opportunities to gain them
Rewards
Extent to which opportunities for internal and external rewards are tied to effectiveness
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How EI Affects Productivity
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Secondary Effects of EI on Productivity
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Employee Involvement Interventions
| Application | Power | Information | Knowledge/Skill | Rewards |
| Parallel Structures (e.g., Employee Resource Groups, Union-Management Cooperation) | Low | Moderate | Moderate | Low |
| Total Quality Management (e.g., continuous improvement, six sigma | High | High | High | High |
| High Involvement Organizations | High | High | High | High |
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Parallel Structures Application Stages
Define the parallel structure’s purpose and scope
Form a steering committee
Communicate with organization members
Form employee problem-solving groups
Address the problems and issues
Implement and evaluate the changes
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Total Quality Management
Comprehensive approach to Employee Involvement
Increases workers’ knowledge and skills through extensive training, provides relevant information to employees, pushes decision-making power downward in the organization, and ties rewards to performance.
Known as “Business Excellence”, “Continuous Process Improvement”, “Continuous Quality”, “Lean”, and “Six Sigma”
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Deming’s Quality Guidelines
Create a constancy of purpose
Adopt a new philosophy
End lowest cost purchasing practices
Institute leadership
Eliminate empty slogans
Eliminate numerical quotas
Institute on-the-job training
Retrain vigorously
Drive out fear
Break down barriers between departments
Take action to accomplish transformation
Improve processes constantly and forever
Cease dependence on mass inspection
Remove barriers to pride in workmanship
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Deming’s Seven Deadly Sins
Lack of constancy of purpose
Emphasizing short-term profits and immediate dividends
Evaluation of performance, merit rating, or annual review
Mobility of top management
Running a company only on visible figures
Excessive medical costs
Excessive costs of warranty
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
TQM Application Stages
Gain long-term senior management commitment
Train members in quality methods
Start quality improvement projects
Measure progress
Reward accomplishment
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
High-Involvement Organizations
Flat, lean organization structures
Enriched work designs
Open information systems
Sophisticated selection and career systems
Extensive training programs
Advanced reward systems
Participatively designed personnel practices
Conducive physical layouts
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
High-Involvement Application Factors
Guided by an explicit statement of values that are strongly held and widely shared by organization member.
Implementation process is participative with managers and employees taking active roles in choosing and implementing the design features.
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Organization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley
CHAPTER
10
Interpersonal and Group Process Approaches
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Understand the diagnostic issues associated with interpersonal relations and group dynamics interventions.
Illustrate the principles of the process consultation intervention.
Describe the process of third-party conflict resolution.
Discuss and evaluate the core OD intervention of team building.
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Process Interventions
A set of activities on the part of the consultant that helps group members understand, diagnose, and improve their behaviors to devise more effective ways of working.
Interventions are aimed at helping the group become better able to use its own resources to identify and solve interpersonal problems and devise more effective ways of working.
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Definition of Process Consultation
The creation of a relationship that permits the client to perceive, understand, and act on the process events
An approach that helps people and groups help themselves
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Diagnostic Issues in Group Process Interventions
Group Process Issues
Communications
The functional roles of group members
Group problem solving and decision making
Group norms
Leadership and authority
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Basic Process Interventions
Individual Interventions
Aimed at helping people better communicate with others
Johari Window
Group Interventions
Aimed at the process, content or structure of the group
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The Johari Window
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Improving Communications Using the Johari Window
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Third-Party Interventions
Activities that focus on interpersonal conflicts within the organization
Interventions help involved parties interact with each other directly, facilitating diagnosis of the conflict and its resolution
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Cyclical Model of Interpersonal Conflict
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Strategies for Conflict Resolution
Determine a clear understanding of the nature and type of conflict and triggering factors
Set limits on the timing and extent of the conflict resolution meetings
Help the parties to cope differently with the conflict
Attempt to eliminate or resolve the basic issues in the conflict
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Team Building in OD
Team building focuses explicitly on helping groups perform tasks and solve problems more effectively
Team building can facilitate other OD interventions such as employee involvement or work design
Team building in OD is professionally facilitated and strongly connected to a diagnosis and the improvement of the team’s functioning.
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Team Building Activities
Determine the Intervention Target
One or more individuals
A group’s operation and behavior
A group’s relationships with the rest of the organization
Determine the Intervention Orientat
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