INTERGROUP AND THIRD-PARTY

PEACE MAKING INTERVENTIONS

 PRESENTED BY-  UNDER GUIDANCE

 Akhil Sood OF:
 Himanshu  Prof. N.K.
Pandey Chaddha
 Nikhil Shah
 Rohit Kumar
 When there is conflict among groups
each groups describes the other in
terms of negative stereotypes.

 Interaction and communication
between the groups decreases.

 The atmosphere at the workplace is
full of conflicts and
misunderstanding.
  So two question arises…..



 How can we implement conflict-

reducing mechanism?


 How do we begin?

Intergroup Team-Building
Interventions
 The focus of this team building group
of OD is on improving intergroup
relations.
 OD methods provide ways of increasing
intergroup co-opertion and
communication.
 Blake,Shepherd and Mouton has
developed activities applicable to
stressed situations in the
forms of steps.

Steps…
 The leader of the two groups are
asked if they want an ameliorative
mechanism for the solution.
 If yes, the groups meet in separate
rooms and build two lists.
 The two groups come together to
share each other the information on
the list.
 Now the groups discuss the areas of
disagreement and friction separately
and makes a list of priority issues
which is usually much smaller than
the previous one.
 The two groups come back together
and share there list, after
comparing it they together list the
issues which should be resolved.
They set priorities and together
they take action for resolving the
problem.
 The groups or the leaders assess
how the group are doing there
action plan. They follow up the
intergroup team-building activity to
monitor it.
Third party Peacemaking Intervention-
Walton’s Approach
Third party peacemaking intervention-
Walton’s Approach
 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 method has a lot in common with
group interventions but it is directed more
towards, interpersonal conflict.

Third party peacemaking intervention-
Walton’s Approach
 The basic feature of this third party
peacemaking intervention is ‘Confrontation’
i.e. the two principals must be willing to
confront the fact that conflict exists and that
it has consequences on the effectiveness of
the two parties involved.
 The third party must know how, when and
where to utilize confrontation tactics that
surface the conflict for examination.
 Walton’s model for diagnosis of conflict
situation
 The model is based on four elements:
 The conflict issues.
 Precipitating circumstances.
 Conflict relevant acts.
 The consequences of the conflict.
 Apart from these four key elements of conflict

diagnosis it is also important to know and

differentiate the source of conflict.
Sources of Conflict

Substantive Issues
 Emotional Issues


 Involves disagreements  Involves negative feelings

over policies and
practices, competitive
bids for the same
resources and differing
conceptions of roles and
role relationships.
 Require problem-solving
and bargaining
behaviors between the
principals.
between the parties(e.g.,
anger, distrust, scorn,
resentment, fear,
rejection).

 Requires restructuring
perceptions and working
through negative
feelings.
Walton’s outline for productive
confrontation(process of addressing conflict)
Ø Mutual positive motivation.
Ø Balance of power.
Ø Synchronization of confrontation efforts.
Ø Differentiation and integration of different
phases of the intervention must be well
paced.
Ø Conditions that promote openness should be
created.
Ø Reliable communicative signals.
Ø Optimum tension in the situation .

Organizational Mirroring
 Questions

1.Describe the 2.Describe the steps

organizational and goals of the
mirroring organizational
intervention mirroring
and its intended process.
use in creating 
positive change 
in the
workplace.



  Set of activities in which host group
receives feedback about how it is
perceived and regarded from reps
across organization
 Intended to improve intergroup
relationships
 Different from inter-group team
building intervention.


1.
 Process
1. Host group asks key reps from interface group
(customer-supplier groups) to meet and provide
feedback
2. Pre- and post interviews by consultant to identify
magnitude of issue(s), prep participants and answer
their questions
3. At the actual session:
1.Opening remarks by manger of host group to set
tone
2.Guests use fishbowl discussion to maintain natural
flow; hosts listen
3.Hosts fishbowl discuss, ask for clarification from
guests
4.Subgroups of guests and hosts form to identify
most important changes host group needs to
make
5.Reconvene in large group to hear summaries of
each sub group and form master task list
Partnering
 PARTNERING
 Used in situations where two or more entities are
likely to incur unnecessary conflict and/or cost
overruns.
 A variation of team building and strategic planning
 Objective is to form ‘ an effective problem
finding/problem solving management team
composed of personnel from both the parties,
thus creating a single culture with one set of
goals and objectives for the project.
 Ideally, partnering involves all the functions in the
project, including engineering and design, site
management, and home office support.

 PARTNERING – A CASE
 Case involved US Army Corps of Engineers and a
Contractor
 The Corps of Engineers selected the OD consultants.
 A retreat at a natural site with participants including
key managers from home offices, site managers
from both the Corps and the contractor.
 Workshop focused on “team-building, action research
and planning including advanced conflict resolution
methods, development of a shared vision, and
strategic planning to demonstrate the utility of group
decision making.
 Lists were developed and shared showing both the
‘strengths’ and ‘problems’ of the Corps and the
Contractor
 PARTNERING – A CASE

 Mixed groups, comprising members from both parties,

selected one or more of the problems to diagnose
further, identified and evaluated possible courses of
action and made recommendations to the total group.
 Mutual commitment to teamwork, equitable problem
solving and open communication was made.
 A follow-up workshop was held three months after
project began.
 At six months, “on-site data-gathering visits were
conducted with follow-up workshops involving all
the key players.

 PARTNERING - APPRAISAL

 While partnering did not solve all of the problems that

surfaced during the life of the various projects, high
success rates have been reported, and participants
tended to report “better results than on previous non-
partnered projects.”
 As a result, partnering has been used on several other
large government projects involving the Air Force,
Navy, and NASA, and their contractors.

concluding comments…

 Intergroup team building , third

party peacemaking, the
organization mirror and partnering
are four major interventions that
have been developed to improve
intergroup and interpersonal
relations.
 All these reduce intergroup and
interpersonal conflict and improve
relationships.
Thank you…..