OD Intervention Strategies: An Experiential Approach To Organization Development 8 Edition

Chapter 7
OD Intervention Strategies
An Experiential Approach to Organization Development 8 th edition Chapter 7

Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 1
Learning Objectives
• Identify and understand:
– Range of major OD intervention techniques.
– How they can be applied.
• Identify ways interpersonal, team, and
intergroup techniques fit into OD
program.
• Understand change strategies.

Stages of OD Process

Organizational Change
• Starting point for change program is
definition of a total change strategy.
• OD strategy is:
– A plan for integrating different activities to
accomplish objectives.
• Developing strategy includes:
– Planning activities to resolve difficulties,
build on strengths.
Basic Strategies to Change
• Structural.
• Technical.
• Behavioral.

Structural Approach to
Change
• Relates elements of organization to one
another.
• Removes or adds layers to hierarchy.
• Downsizing associated with
restructuring.
• Changes can involve decentralization
and centralization.
Technical Approach to
Change
• Changes in machinery, methods,
automation, and job design.
• Brings organization to state of art.
• Help companies become more
productive.

Behavioral Approach to
Change
• Emphasizes better utilization of human
resources by improving:
– Morale.
– Motivation.
– Commitment of members.
• OD traditionally associated with
behavioral strategies.
Integration of Strategies
• Structural, technological, and behavioral
strategies not OD change strategies per
se.
• Determining feature of OD strategy is
process used to arrive at strategy.

Figure 7.3
Integrated Approach to Change

Integration of Strategies (part 1 of 2)
• OD deals with integrated change that
considers:
– Structure.
– Technology.
– Behavior.
• Interdependence of subelements
(departments) needs to be considered.

Integration of Strategies (part 2 of 2)
• Change strategies consider overt and
covert elements.
• Second-order consequences consider
change in one area that influences other
areas.

Figure 7.4
“Organization Iceberg” Approach to OD

Stream Analysis
• Useful in planning.
• Helps organization plan interventions.
• Provides graphical view of changes.
• Allows progress to be plotted.

Figure 7.5
Stream Analysis Chart

Selecting an OD Intervention
• Interventions are a range of actions.
– Specific means, activities, and programs
that can make change happen.
• Practitioner and client consider:
– Potential results of technique.
– Potential implementation of technique
including costs versus benefit.
– Potential acceptance of technique.

Major Intervention Techniques
• Intervention techniques focus on 4
categories:
– Individual or interpersonal level.
– Team or group level.
– Intergroup level.
– Total organizational system level.

Table 8.1
OD Interventions: An Overview (part 1 of 2)

Table 8.1
OD Interventions: An Overview (part 2 of 2)

OD Application
Changing P&G
• P&G one of largest consumer product
companies in world.
• Culture is well established.
– Over 170 years old.
• Chairman of board spends time
communicating vision to employees.

• Key part of strategy is:
– Focus on building strong brands,
– That sell at premium prices.
• With major recession, strategy was
changed:
– Offer more lower priced products.
– But continue to:
• Develop new products.
• Innovate engineering and manufacturing
technology.
• Understand the consumer.
• Corporate headquarters has undergone
change.
– Executives have open offices.
– Division presidents’ offices moved closer to
their teams.
• Changes made without alienating
employees.

Key Words and Concepts
• Behavioral strategies.
– Places emphasis on human resources.
• OD intervention.
– Actions designed to improve health of
client system.
• OD strategy.
– A plan for change using structural,
technical, and behavioral methods.

• Parkinson’s laws.
– Summarizes problems of inefficient
practices in organizations.
• Second-order consequences.
– Indirect consequences that result from a
change action.
• Stream analysis.
– A method that plots interventions over time.

• Structural strategies.
– Alters framework that relates elements of
organization to one another.
• Technological strategies.
– Changes in machinery, methods,
automation, and job design.
• Virtual team.
– Teams and their meetings occur
electronically over telecommunications
lines.
– Need for face-to-face meetings reduced.
OD Skills Simulation 7.1
The Franklin Company
• Purpose.
– To determine an appropriate intervention
strategy.
– To experience diagnosing and contacting a
client system.
– To provide feedback on practitioner
approaches.


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Chapter 7

An Experiential Approach to Organization Development 8 th edition Chapter 7

An Experiential Approach to Organization Development 8 th edition Chapter 7

An Experiential Approach to Organization Development 8 th edition Chapter 7

An Experiential Approach to Organization Development 8 th edition Chapter 7

An Experiential Approach to Organization Development 8 th edition Chapter 7

An Experiential Approach to Organization Development 8 th edition Chapter 7

An Experiential Approach to Organization Development 8 th edition Chapter 7

An Experiential Approach to Organization Development 8 th edition Chapter 7

An Experiential Approach to Organization Development 8 th edition Chapter 7

An Experiential Approach to Organization Development 8 th edition Chapter 7

An Experiential Approach to Organization Development 8 th edition Chapter 7

An Experiential Approach to Organization Development 8 th edition Chapter 7

An Experiential Approach to Organization Development 8 th edition Chapter 7

An Experiential Approach to Organization Development 8 th edition Chapter 7

An Experiential Approach to Organization Development 8 th edition Chapter 7

An Experiential Approach to Organization Development 8 th edition Chapter 7

An Experiential Approach to Organization Development 8 th edition Chapter 7

An Experiential Approach to Organization Development 8 th edition Chapter 7

An Experiential Approach to Organization Development 8 th edition Chapter 7

An Experiential Approach to Organization Development 8 th edition Chapter 7

An Experiential Approach to Organization Development 8 th edition Chapter 7

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