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RESPONSIBILITY CHARTING:
IT HELPS TO CLARIFY WHO IS RESPONSIBLE FOR WHAT ON
VARIOUS DECISIONS & ACTIONS.
AN EFFECTIVE TECHNIQUE FOR IMPROVING TEAM FUNCTIONING
IT CONSISTS OF THE FOLLOWING STEPS:
o LIST THE ACTIVITIES TO BE PERFORMED
o AGAINST EACH ACTIVITY, WRITE THE NAME OF THE
PERSON WHO IS RESPONSIBLE FOR CARRYING OUT THAT
ACTIVITY
o IF ANY ACTIVITY HAS TO BE REVIEWED, STATE THE NAME
OF THE PERSON WHO HAS THE AUTHORITY TO REVIEW IT.
THE VETO RIGHT SHOULD NOT BE WITH MANY PEOPLE.
NOR IT SHOULD IT VESTED WITH ONLY ONE PERSON;
OTHERWISE THAT PERSON CAN BECOME A BOTTLENECK
o IF ANY ACTIVITY NEEDS SUPPORT IN TERMS OF LOGISTICS
OR RESOURCE, STATE THE NAME OF THE PERSON WHO IS
RESPONSIBLE FOR PROVIDING SUPPORT
o IF ANY ACTIVITY AFTER ITS PERFORMANCE, HAS TO BE
KEPT POSTED TO ANY INDIVIDUAL, SUCH INDIVIDUAL’S
NAME SHOULD BE STATED AGAINST THAT ACTIVITY
EACH ACTIVITY IS DISCUSSED, & RESPONSIBILITY IS ASSIGNED
IT IS AN INTERVENTION TO IMPROVE THE TASK PERFORMANCE
OF A WORK TEAM
VISIONING:
AN INTERVENTION IN WHICH GROUP MEMBERS IN ONE OR MORE
ORGANIZATIONAL GROUPS DEVELOP & OR DESCRIBE THEIR
VISION OF WHAT THEY WANT THE ORGANIZATION TO BE LIKE IN
FUTURE.
THE TIME FRAME MAY BE ANYWHERE FROM SIX MONTHS TO FIVE
YEARS IN THE FUTURE
CONSTRUCTIVE INTERVENTIONS
THE TEAM INTERVENTIONS CAN BE HIGHLY REWARDING FOR
PARTICIPANTS, BUT THE DYNAMICS MUST BE ADDRESSED WITH
EMPATHY & SKILL.
THE FOLLOWING STEPS ARE INVOLVED IN MAKING THE
INTERVENTION CONSTRUCTIVE:
o THE FORMAL LEADER NEEDS TO BE INFORMED OF THE
NATURE OF INTERVENTION. THE LEADER SHOULD BE
COMMITTED TO THE PROCESS THEREAFTER
o THE TEAM SHOULD BE PROVIDED TRAINING IN EFFECTIVE
GROUP SKILLS
o TEAM MEMBERS NEED SOME PRACTICE & COACHING IN
GIVING CONSTRUCTIVE FEEDBACK, & IN DEALING WITH A
RANGE OF FEELINGS INCLUDING DEFENSIVE ONES, & IN
PROCESSING CONFLICTS
o THE FACILITATOR NEEDS COUNSELLING & LISTENING
SKILLS OF A HIGH ORDER
o THE LEADER NEEDS SOME COACHING TO ASSURE NO
PUNITIVE OR RETALIATORY BEHAVIOUR WILL BE THE
CONSEQUENCE OF THIS EXERCISE
LESSON 10
INTER-GROUP & THIRD PARTY PEACEMAKING INTERVENTIONS
PARTNERING
USED WHEN CONFLICT EXISTS BETWEEN TWO OR MORE
ORGANIZATIONS
INVOLVE THOSE MEMBERS, WHO HAVE A POSITIVE DISPOSITION
IN LIFE.
THE HELP OF OD PRACTITIONER CAN BE TAKEN
LESSON 11
COMPREHENSIVE OD INTERVENTIONS 12TH September
CHARACTERISTICS:
TOTAL ORGANIZATION IS INVOLVED.
CULTURAL CHANGE IS ADDRESSED
INTERVENTIONS ARE OF FOLLOWING TYPES:
o GETTING THE WHOLE SYSTEM IN THE ROOM
IF WE GET ALL OF THE PEOPLE WITH CRUCIAL
INTERDEPENDENCIES TOGETHER TO WORK ON
MATTERS OF MUTUAL CONCERN, GOOD THINGS CAN
HAPPEN
THE SAME PRINCIPLE CAN BE APPLIED IF THE
INTERNAL ENVIRONMENT IS NOT IN ALIGNMENT WITH
EXTERNAL ENVIRONMENT
o SEARCH CONFERENCES & FUTURE SEARCH CONFERENCES
HAS THE THREE PHASES:
• ENVIRONMENTAL APPRECIATION
o CHANGES THAT ARE TAKING PLACE IN
THE WORLD AROUND US
o DESIRABLE & PROBABLE FUTURE
• SYSTEM ANALYSIS
o HISTORY OF THE SYSTEM
o ANALYSIS OF THE PRESENT SYSTEM
o DESIRABLE FUTURE FOR THE SYSTEM
• INTEGRATION OF SYSTEM & ENVIRONMENT
o DEALING WITH CONSTRAINTS
o STRATEGIES & ACTION PLANS
LESSON 12:
STRUCTURAL INTERVENTIONS:
AIMED AT IMPROVING ORGANIZATIONAL EFFECTIVENESS
THROUGH CHANGES IN THE TASK, STRUCTURAL,
TECHNOLOGICAL & GOAL PROCESSES IN THE ORGANIZATION
THE FOLLOWING ARE THE STRUCTURAL INTERVENTIONS:
o SOCIO-TECHNICAL SYSTEMS [STS]
HAS TWO PREMISES:
1. EFFECTIVE WORK SYSTEMS MUST JOINTLY
OPTIMIZE THE RELATIONSHIP BETWEEN THEIR
SOCIAL & TECHNICAL PARTS
o SELF MANAGED TEAMS [SMT]
CREATION OF SMT INVOLVES:
• PROVIDING TEAMS WITH GROUPING OF TASKS
THAT COMPRISES A MAJOR UNIT OF THE
TOTAL WORK TO BE PERFORMED
o WORK REDESIGN
MOTIVATION & PERFORMANCE CAN BE ENHANCE
THROUGH REDESIGNING JOBS TO HEIGHTEN SKILL
VARIETY, TASK IDENTITY, TASK SIGNIFICANCE,
AUTONOMY, & FEEDBACK FROM THE JOB
o MBO APPRAISAL
OBJECTIVES OR TARGETS SHOULD BE STATED IN
QUANTITATIVE TERMS WHENEVER IT IS POSSIBLE.
GOAL SETTING & APPRAISAL SHOULD BE ONE-TO-ON
o QUALITY CIRCLES
IT IS PARTICIPATIVE PROBLEM SOLVING AT THE
SHOP FLOOR LEVEL.
TRAINING IS PROVIDED IN MEASURING TECHNIQUES /
GROUP DYNAMICS / TEAM LEADERSHIP /
INTERPERSONAL COMMUNICATION
o QUALITY OF WORK LIFE PROJECTS
IT IS RE-STRUCTURING OF SEVERAL DIMENSIONS OF
THE ORGANIZATION
PARTICIPATION & INVOLVEMENT OF EMPLOYEES IN
THEIR DAY TO DAY ACTIVITIES
TRAIN EMPLOYEES IN PROBLEM-SOLVING
ENCOURAGE SKILL DEVELOPMENT THROUGH JOB
ROTATION
o PARALLEL LEARNING STRUCTURES
• ORGANIZATIONS ESTABLISHED WITHIN
ONGOING ORGANIZATIONS
o PHYSICAL SETTINGS
MAKING PHYSICAL SETTINGS CONGRUENT WITH OD
ASSUMPTIONS & OD PROCESS
o TQM
INCLUDES:
• A HIGH EMPHASIS ON CUSTOMERS, INCLUDING
INTERNAL CUSTOMERS
• AN EMPHASIS ON TEAMS TEAMWORK, &
CONTINUOUS TRAINING
o RE-ENGINEERING
NON CORE ACTIVITIES ARE ELIMINATED OR
OUTSOURCED
o THE SELF-DESIGN STRATEGY
THE ORGANIZATION SHOULD BUILT-IN CAPACITY TO
TRANSFORM THEMSELVES TO ACHIEVE HIGH
PERFORMANCE IN TODAY’S COMPETITIVE &
CHANGING ENVIRONMENT
CONSISTS OF:
• EDUCATION
• CLARIFICATION OF THE VALUES
• DIAGNOSING OF THE CURRENT STATE OF
ORGANIZATION USING VALUES
• CHANGES ARE THEN DESIGNED &
IMPLEMENTED IN AN ATTRACTIVE MANNER
o HIGH-INVOLVEMENT & HIGH PERFORMANCE WORK
SYSTEMS
THE FEATURES ARE:
• DECENTRALIZATION OF DECISION MAKING
• USE OF SELF-MANAGEMENT-TEAM
• LINK REWARD TO INDIVIDUAL & TEAM
PERFORMANCE
• WIDELY SHARED INFORMATION
• PARTICIPATIVE & SHARED LEADERSHIP
• EXTENSIVE TRAINING
o LARGE SCALE SYSTEMS CHANGE, & ORGANIZATIONAL
TRANSFORMATION
REQUIRES MULTIPLICITY OF INTERVENTIONS, OVER
AN EXTENDED TIME FRAME
INCLUDES:
• RE-CONCEPTUALIZING THE NATURE OF
BUSINESS
• USE OF PARALLEL LEARNING STRUCTURE
• REDUCTION IN HIERARCHICAL LEVELS
• TEAM BUILDING & DEVELOPMENT, INCLUDING
THE USE OF CROSS FUNCTIONAL TEAMS
• SURVEY FEEDBACK
• EXTENSIVE USE OF TASK FORCES
• INTENSIVE LEADERSHIP TRAINING
LESSON 13
ISSUES IN CONSULTANT –CLIENT RELATIONSHIPS
THE FOLLOWING ISSUES SHOULD BE AVOIDED IN THE RELATIONSHIP:
ENTRY CONTRACTING
o THE CLIENT ASKS FOR HELP; & THE CONSULTANT
VOLUNTEERS
o AGREEMENT IS MADE IN WRITING.
o TERMS & CONDITIONS INCLUDING PROFESSIONALS ARE
FINALIZED
DEFINING THE CLIENT SYSTEM
o THE CLIENT COULD BE:
THE CEO
THE HR HEAD
TRUST
o A GOOD DEAL ON INTERACTIONS TAKES PLACE BETWEEN
THE CLIENT & THE CONSULTANT TAKES PLACE. IN THE
PROCESS TRUST GETS BUILT IN
o CONFIDENTIALITY HAS TO BE MADE, IF TRUST IS TO BE
MAINTAINED
THE NATURE OF CONSULTANTANT’S EXPERTISE
o THE CONSULTANT SHOULD BE AN EXPERT IN THE SENSE
OF BEING COMPETENT TO PRESENT A RANGE OF OPTIONS
OPEN TO THE CLIENT
o OD CONSULTANT SHOULD NOT PLAY THE ROLE OF AN
EXPERT FOR THE FOLLOWING REASONS:
1. THE OBJECTIVE OF AN OD EFFORT IS TO HELP THE
CLIENT SYSTEM TO DEVELOP ITS OWN RESOURCES.
THE EXPERT ROLE WILL CREATE DEPENDENCY, &
DOES NOT CREATE INTERNAL SKILL DEVELOPMENT
2. IN THE EXPERT ROLE, THE OD CONSULTANT WILL
HAVE TO DEFEND HIS RECOMMENDATIONS. IN THE
EXPERT’S ROLE, THE OD CONSULTANT WILL STOP
EXPLORING THE PROBLEM, & START GIVING
SOLUTIONS
3. AN EXPERT’S ROLE CREATES MISTRUST AMONG THE
EMPLOYEES. INSTEAD OF THE EMPLOYEES COMING
OUT WITH A SOLUTION TO THEIR PROBLEMS, THE OD
CONSULTANT STARTS PROVIDING THE SOLUTION
4. IF THE OD CONSULTANT PLAYS THE ROLE OF
EXPERT, THEN THE EXPECT THE CLIENT WILL EXPECT
MORE & MORE SUBSTANTIVE RECOMMENDATIONS,
THUS NEGATING THE OD CONSULTANT’S CENTRAL
MISSION WHICH IS TO HELP WITH PROCESS
o THE OD CONSULTANT SHOULD ACT AS AN EXPERT ON THE
PROCESS USED, & NOT ON THE TASK
DIAGNOSIS & APPROPRIATE INTERVENTIONS
o THE OD CONSULTANT SHOULD AVOID THE TEMPTATION TO
APPLY THE INTERVENTION TECHNIQUE HE LIKES & THAT
HAS PRODUCED RESULTS IN THE PAST. THEREBY
COMPROMISE ON CAREFUL DIAGNOSIS. THE
INTERVENTIONS SHOULD BE APPROPRIATE TO THE
DIAGNOSIS, WHICH REQUIRES INTENSIVE LOOK AT THE
DATA
DEPTH OF INTERVENTIONS:
o THERE ARE TWO CRITERIA FOR DETERMINING THE
APPROPRIATE DEPTH OF INTERVENTIONS:
INTERVENTION SHOULD BE TO THE LEVEL NO
DEEPER THAN THAT REQUIRED TO PRODUCE
ENDURING SOLUTIONS TO THE PROBLEMS AT HAND
TO INTERVENE AT A LEVEL NO DEEPER THAN THAT
AT WHICH THE ENERGY & RESOURCES OF THE
CLIENT CAN BE COMMITTED TO PROBLEM SOLVING &
TO CHANGE
ON BEING ABSORBED BY THE CULTURE
o THE OD CONSULTANT SHOULD NOT GET SEDUCED INTO
JOINING THE CULTURE OF THE CLIENT ORGANIZATION
THE CONSULTANT AS A MODEL
o THE OD CONSULTANT SHOULD PRACTICE WHAT HE
PREACHES
THE CONSULTANT TEAM AS A MICROCOSM
o THE CONSULTANTS WORKING AS A TEAM CAN PROBABLY
BE VIEWED AS A MICROCOSM OF THE ORGANIZATION THEY
ARE TRYING TO CREATE
ACTION RESEARCH & THE OD PROCESS
o THE VIABILITY OF OD EFFORTS & EFFECTIVENESS OF THE
CONSULTANTS MAY BE AT STAKE, UNLESS FEEDBACK
LOOPS RELATE TO VARIOUS INTERVENTIONS & STAGES IN
THE OD PROCESS, THE CHANGE AGENTS & THE
ORGANIZATIONS WILL NOT LEARN HOW TO MAKE THE
FUTURE OD INTERVENTIONS MORE EFFECTIVE
CLIENT DEPENDENCY & TERMINATING THE RELATIONSHIP
o THE CONSULTANT SHOULD ASSIST THE CLIENT TO
INTERNALIZE SKILLS & INSIGHTS RATHER THAN CREATING
A PROLONGED DEPENDENCY RELATIONSHIP
ETHICAL STANDARDS IN OD
o THE FOLLOWING WILL BE THE UNETHICAL ACTS OF AN OD
CONSULTANTS
MISREPRESENTATION & COLLUSION
MISUSE OF DATA
MANIPULATION & COERCION
VALUE & GOAL CONFLICTS
TECHNICAL INEPTNESS
LESSON 14
SYSTEM RAMIFICATIONS:
HR, LEADERSHIP & INVOLVEMENT,
OD EFFORTS & HR POLICIES & PRACTICES ARE INTERDEPENDENT
OD EFFORTS HAVE IMPLICATIONS FOR STAFFING, REWARDS,
TRAINING & DEVELOPMENT, INDUSTRIAL RELATIONS, & OTHER
BROAD HR PROCESSES
REWARDS
ORGANIZATION IMPROVEMENT PROCESS THAT DEPEND UPON
THE COOPERATION, TEAMWORK, CREATIVITY & INTENSIFIED
EFFORT OF ORGANIZATIONAL MEMBERS; THE ORGANIZATION
MUST PAY ATTENTION TO THE ALLOCATION OF REWARDS IF THE
PROCESS IS TO BE SUSTAINED & IF DYSFUNCTIONAL
CONSEQUENCES ARE TO BE MINIMIZED
CONSTRUCTIVE FEEDBACK
EMPLOYEES SHOULD BE TAUGHT TO GIVE & RECEIVE FEEDBACK,
WHICH IS CONSTRUCTIVE
FOLLOWING ARE THE GUIDELINES FOR GIVING FEEDBACK:
o IT SHOULD BE SOLICITED
o IT SHOULD BE IMMEDIATE
o IT SHOULD BE SPECIFIC
o IT SHOULD BE NON-JUDGMENTAL
LESSON 15
POWER, POLITICS, & OD
LESSON 16
THE FUTURE & OD
ENORMOUS OPPORTUNITY & POTENTIAL EXISTS FOR THE OD
MOVEMENT IN THE FUTURE
ORGANIZATIONS THROUGHOUT THE WORLD NEED UNIQUE HELP
THAT CAN BE PROVIDED BY HIGHLY TRAINED INTERVENTIONS
USING PEOPLE-ORIENTED, ACTION RESEARCH APPROACHES
THE FUTURE OF OD IS BRIGHT, AS LONG AS THE HIGH QUALITY,
HARD WORK OF THE PAST CONTINUES, & PROVIDING IT DOES
NOT BECOME FASHIONABLE FOR TOP LEADERS TO REVERT TO
AUTOCRATIC OR CAPRICIOUS PRACTICES IN TIMES OF HIGH
TURBULENCE OR CRISIS.
MUCH CHALLENGING, DIFFICULT WORK REMAINS TO BE DONE,
BUT ALSO GREAT FUN & MANY REWARDS IN WORKING WITH
PEOPLE IN MAKING THEIR ORGANIZATION MORE SUCCESSFUL &
SATISFYING.
OD IS REALLY ABOUT PEOPLE HELPING EACH OTHER TO
UNLEASH THE HUMAN SPIRIT & HUMAN CAPABILITY IN THEIR
WORKPLACE
THE END
THANK YOU FOR YOUR PATIENT LISTENING
STRUCTURAL INTERVENTIONS:
SOCIO-TECHNICALNSYSTEMS / WORK RE-DESIGN / QWL / TQM
RE-ENGINERING
COMPREHESIVE INTERVENTION
GRID OD / CONFRONTATION MEETING
ORGANIZATION POWER & POLITICS & ITS IMPACT ON OD
OD CONSULTANT
CHOOSING THE ODCONSULTANT
ROLE OF THE OD CONSULANT
COMPETENCIES OF OD CONSULTANT
ETHICAL ISSUES