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Team/Work Group OD interventions
Prepared By
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Manu Melwin Joy
Assistant Professor
Ilahia School of Management Studies
Kerala, India.
Phone – 9744551114
Mail – manu_melwinjoy@yahoo.com
Team work group - OD interventions -  Organizational Change and Development - Manu Melwin Joy
Dialogue sessions
• Dialogue session is a
structured conversation
designed to explore a topic
with the potential for being
conflictual, with the desired
outcome resulting from a
deeper understanding rather
than from persuasion.
• It is not the goal of a dialogue
process to reach a solution or
agreement; the dialogue has
been successful if members of
the group understand each
other’s position better.
Team building
• Objectives of team
building are
– Establish or clarify goals
and objectives.
– Determine or clarify roles
and responsibilities.
– Establish or clarify policies
and procedures.
– Improve personal
relations.
12-6
Johari Window
Unknown to Others Known to Others
Known to
Self
Unknown
to Self
Hidden
Spot
Open
Window
Unknown
Window
Blind
Spot
12-7
Unknown to Others Known to Others
Known to
Self
Unknown
to Self
Open
Window
Improving Communications Using
the Johari Window
Reduce
Hidden Area
through
Disclosure to
Others
Reduce Blind Spot
through Feedback from
Others
Team building
• Team building does not have a
beginning and an ending
point.
• So long as the team is
continuing to meet, the
process of building and
rebuilding that team will
occur.
• The critical piece to keep in
mind is that team building is
not based on artificial
activities but emerges from
the ongoing work of the team.
Meeting facilitation
• It must be clear why the team
is meeting. What do you
expect to accomplish?
• The right people need to be
invited. Are the guests
needed to provided their
expetise?
• The agenda should be
developed by inviting all team
members to contribute to the
agenda.
• An estimated time is assigned
to each agenda item.
Fish bowl
• A subset of team is
selected to sit in a
circle, with the rest of
the team sitting around
this sub group.
• The inner circle is
assigned roles and
outer circle provides
feedback.
Inter-team conflict management
• Mirroring can be used to
reduce conflict.
• Objectives are
• To develop better mutual
relationship between
teams.
• To explore the perception
team or work groups have
of each other.
• To develop plans for
improving relationships.
Process Consultation
• In process consultation, the
consultant observes
individuals and groups in
action – helping them learn
to diagnose and solve their
own problems
• Often used in conjunction
with teambuilding, self-
directed work teams, quality
circles, and other
interpersonal interventions.
Process consultation
– The purpose of process consultation
is for an outside consultant to assist
a manager, “to perceive,
understand, and act upon process
events” that might include work
flow, informal relationships among
unit members, and formal
communication channels.
– The consultant works with the client
in jointly diagnosing what processes
need improvement.
– By having the client actively
participate in both the diagnosis
and the development of
alternatives, there will be greater
understanding of the process and
the remedy and less resistance to
the action plan chosen.
Process Consultation: How is it
Done?
• Consultant observes the
communication processes
between individuals and
workgroups
• Interventions used such
as listening, probing,
questioning, clarifying,
reflecting, synthesizing
and summarising.
Third Party Peace Making
• Intermediaries (or "third
parties") are people,
organizations, or nations who
enter a conflict to try to help
the parties de-escalate or
resolve it.
• Walton has presented a
statement of theory and
practice for third-party peace
making interventions that is
important in its own right and
important for its role in
organization development.
WALTON’S MODEL IS BASED ON FOUR
ELEMENTS
• The conflict issues.
• Precipitating
circumstances.
• Conflict relevant acts.
• The consequences of
the conflict.
WALTON’S HAS OUTLINED THE INGREDIENTS
OF A PRODUCTIVE CONFRONTATION
• Mutual positive motivation.
• Balance of power.
• Synchronization of confrontation efforts.
• Differentiation and integration of different
phases of the intervention must be well paced.
• Conditions that promote openness should be
created.
• Reliable communicative signals.
• Optimum tension in the situation .
Strategic Alignment Assessment
• According to Semler
(2000), any part of an
organization must be
aligned (Consistent with)
the organization itself to
be effective.
• This call for adjustment in
the components of the
team that are not in sync
with those components in
the organization.
Role analysis technique (RAT)
• Role analysis technique (RAT)
is used to help employees get
a better grasp on their role in
an organization.
• In the first step of a RAT
intervention, people define
their perception of their role
and contribution to the
overall company effort in
front of a group of coworkers.
• Group members then provide
feedback to more clearly
define the role.
Role analysis technique (RAT)
• In the second phase, the individual
and the group examine ways in
which the employee relies on
others in the company, and how
they define his or her expectations.
• RAT interventions help people to
reduce role confusion, which can
result in either conflict or the
perception that some people aren't
doing their job.
• A popular intervention similar to
RAT is responsibility charting, which
utilizes a matrix system to assign
decision and task responsibilities.
Team work group - OD interventions -  Organizational Change and Development - Manu Melwin Joy

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Team work group - OD interventions - Organizational Change and Development - Manu Melwin Joy

  • 1. Team/Work Group OD interventions
  • 2. Prepared By Kindly restrict the use of slides for personal purpose. Please seek permission to reproduce the same in public forms and presentations. Manu Melwin Joy Assistant Professor Ilahia School of Management Studies Kerala, India. Phone – 9744551114 Mail – manu_melwinjoy@yahoo.com
  • 4. Dialogue sessions • Dialogue session is a structured conversation designed to explore a topic with the potential for being conflictual, with the desired outcome resulting from a deeper understanding rather than from persuasion. • It is not the goal of a dialogue process to reach a solution or agreement; the dialogue has been successful if members of the group understand each other’s position better.
  • 5. Team building • Objectives of team building are – Establish or clarify goals and objectives. – Determine or clarify roles and responsibilities. – Establish or clarify policies and procedures. – Improve personal relations.
  • 6. 12-6 Johari Window Unknown to Others Known to Others Known to Self Unknown to Self Hidden Spot Open Window Unknown Window Blind Spot
  • 7. 12-7 Unknown to Others Known to Others Known to Self Unknown to Self Open Window Improving Communications Using the Johari Window Reduce Hidden Area through Disclosure to Others Reduce Blind Spot through Feedback from Others
  • 8. Team building • Team building does not have a beginning and an ending point. • So long as the team is continuing to meet, the process of building and rebuilding that team will occur. • The critical piece to keep in mind is that team building is not based on artificial activities but emerges from the ongoing work of the team.
  • 9. Meeting facilitation • It must be clear why the team is meeting. What do you expect to accomplish? • The right people need to be invited. Are the guests needed to provided their expetise? • The agenda should be developed by inviting all team members to contribute to the agenda. • An estimated time is assigned to each agenda item.
  • 10. Fish bowl • A subset of team is selected to sit in a circle, with the rest of the team sitting around this sub group. • The inner circle is assigned roles and outer circle provides feedback.
  • 11. Inter-team conflict management • Mirroring can be used to reduce conflict. • Objectives are • To develop better mutual relationship between teams. • To explore the perception team or work groups have of each other. • To develop plans for improving relationships.
  • 12. Process Consultation • In process consultation, the consultant observes individuals and groups in action – helping them learn to diagnose and solve their own problems • Often used in conjunction with teambuilding, self- directed work teams, quality circles, and other interpersonal interventions.
  • 13. Process consultation – The purpose of process consultation is for an outside consultant to assist a manager, “to perceive, understand, and act upon process events” that might include work flow, informal relationships among unit members, and formal communication channels. – The consultant works with the client in jointly diagnosing what processes need improvement. – By having the client actively participate in both the diagnosis and the development of alternatives, there will be greater understanding of the process and the remedy and less resistance to the action plan chosen.
  • 14. Process Consultation: How is it Done? • Consultant observes the communication processes between individuals and workgroups • Interventions used such as listening, probing, questioning, clarifying, reflecting, synthesizing and summarising.
  • 15. Third Party Peace Making • Intermediaries (or "third parties") are people, organizations, or nations who enter a conflict to try to help the parties de-escalate or resolve it. • Walton has presented a statement of theory and practice for third-party peace making interventions that is important in its own right and important for its role in organization development.
  • 16. WALTON’S MODEL IS BASED ON FOUR ELEMENTS • The conflict issues. • Precipitating circumstances. • Conflict relevant acts. • The consequences of the conflict.
  • 17. WALTON’S HAS OUTLINED THE INGREDIENTS OF A PRODUCTIVE CONFRONTATION • Mutual positive motivation. • Balance of power. • Synchronization of confrontation efforts. • Differentiation and integration of different phases of the intervention must be well paced. • Conditions that promote openness should be created. • Reliable communicative signals. • Optimum tension in the situation .
  • 18. Strategic Alignment Assessment • According to Semler (2000), any part of an organization must be aligned (Consistent with) the organization itself to be effective. • This call for adjustment in the components of the team that are not in sync with those components in the organization.
  • 19. Role analysis technique (RAT) • Role analysis technique (RAT) is used to help employees get a better grasp on their role in an organization. • In the first step of a RAT intervention, people define their perception of their role and contribution to the overall company effort in front of a group of coworkers. • Group members then provide feedback to more clearly define the role.
  • 20. Role analysis technique (RAT) • In the second phase, the individual and the group examine ways in which the employee relies on others in the company, and how they define his or her expectations. • RAT interventions help people to reduce role confusion, which can result in either conflict or the perception that some people aren't doing their job. • A popular intervention similar to RAT is responsibility charting, which utilizes a matrix system to assign decision and task responsibilities.