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INTERVENTION STRATEGIES FOR
ORGANISATION DEVELOPMENT INDIVIDUAL, GROUP &
INTERPERSONAL INTERVENTIONS
Facilitator and Course Coordinator:
Vinayshil Gautam PhD, FRAS(London)
(Founder Director IIM K; Leader Consulting Team IIM S)
A Al_Sager Chair Professor and First Head,
Management Department, IIT D
Chairman, DKIF
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INTERVENTIONS
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WHEN INTERVENTIONS ARE REQUIRED?
Technology assessment and diversification
Continual changes
Organization failing to perform well for a long time
Change in top management team
Attrition of key persons
In a nut shell interventions are required when
some goals are not being met and when there are
some unwanted symptoms.
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INTERVENTIONS
– Specific activities that result from the process of
diagnosis and feedback
– Is any event directed towar+ds improving
organisational effectiveness that disrupts an
organisation’s normal way of operating
– It sometimes involve consultant from outside the
organisation
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INTERVENTIONS

Chris Argyris - “To intervene is to enter into an
ongoing system of relationship to come
between or among persons, groups or objects
for the purpose of helping them”

Requirement for successful interventions
(a) Intervenor must have valid and useful
informations
(b) Free Choice
(c) Internal Commitment
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INTERVENTIONS
WHAT INTERVENTIONS IS SUPPOSED TO DO ?

Interventions aims at fulfilling organisational
goals relating to the three dimensions of
organisational effectiveness
a) Task dimensions
b) Behavioral dimensions
c) Adaptation capabilities
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INTERVENTIONS
Attributes that the OD Practitioner introduces into
the organisational setting:-
 Set of Values
 Set of Assumptions
 Personal and Organisational Goals
 Variety of Structures, Activities and Techniques
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CLASSIFYING INTERVENTIONS
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BASED ON ORGANISATIONAL UNIT OF ANALYSIS AND SYSTEM
VARIABLE
o INDIVIDUAL INTERVENTIONS
o INTERPERSONAL INTERVENTIONS
o GROUP INTERVENTIONS
o INTER-GROUP INTERVENTIONS
o ORGANISING INTERVENTIONS
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INTERVENTIONS DISCUSSED HERE
o JOHARI WINDOW
o MYERS- BRIGGS TYPE INDICATORS
o TRANSACATIONAL ANALYSIS
o MANAGERIAL GRID
o THIRD PARTY INTERVENTION
o SURVEY FEEDBACK
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INTERVENTIONS DISCUSSED HERE
o QUALITY CRICLES
o SMALL GROUP ACTIVITY
METHOD
o SIX SIGMA TASK FORCE
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Designed by Joe Luft and Harry Ingramin
1961.
Addresses evolution of workgroup.
Stresses the criticality of open and honest
communication.
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JOHARI WINDOW
KNOWN BY
OTHERS
UNKNOWN BY
OTHERS
KNOWN BY SELF
UNKNOWN BY
SELF
A
B
ARENA
BLIND
C
D
CLOSED
DARK
SOURCE: UNDERSTANDING ORGANISATIONAL BEHAVIOUR BY UDAI PAREEK, OXFORD
UNIVERSITY PRESS, FIRST ED.
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

JOHARI WINDOW is used to describe the
evolution of a work group. When people first
meet, their public area or arena is small and
closed areas are large. Over time, however,
more and more information moves from the
closed area to arena.
This tool is often used in Group Relations
Workshops designed to help people
understand how unconscious material-that is
material from Dark area/unknown area-affects
their effectiveness on the job.
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MBTI
 Focus on the personal styles of individual workers
 Acc to the theory, behavior is affected by the way a
person takes in processes & reacts to the information
available.
 MBTI rates individuals on 8 dimensions
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MBTI
SOURCES OF ENERGY:
 EXTRAVERSION(E) VS
INTRAVERSION(I)
COLLECTING INFORMATION:
SENSING(S)
VS INTUITING(N)
DECISION MAKING:
THINKING(T)
VS
FEELING(F)
UNDERSTANDING THE WORLD:
 JUDGING(J)
VS PERCEIVING(P)
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MANAGERIAL STYLES ACCORDING TO
MBTI.
ESTP
ESFP
ESTJ
ESFJ
ISTP
ISFP
ISTJ
ISFJ
ENTP
ENFP
ENTJ
ENFJ
INTP
INFP
INTJ
INFJ
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MBTI can be used to
determine the fitness
of a person for a
particular job
Holland(1985)
proposed a
‘personality-job fit’
theory which makes
a case for job specific
personality types.
Occupational
Personality
No
Groups Preferred Mode
Types
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Mechanics,
Operators
Teachers,
Counselors
Physical,
requiring
strength
Realsitic
Helping and
developing
people
Social
TRANSACTIONAL ANALYSIS

Seeks to change the organisational culture by
increasing people’s awareness of their
interpersonal interactions.
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Four kinds of Analysis
1.Structural analysis
2.Transactional analysis
3.Game analysis
4.Script analysis
TRANSACTIONAL ANALYSIS

Three ego states : Parent, Adult and Child

Complimentary and crossed transactions
Person A
Person B
Parent
Parent
Adult
Adult
Child
Child
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TRANSACTIONAL ANALYSIS

Ulterior transactions : Games people play
Psychological positions in organisations
I’m OK,
You’re OK
I’m not OK,
You’re OK
I’m OK,
You’re not OK
I’m not OK,
You’re not OK
 Script analysis
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GRID ORGANISATION DEVELOPMENT
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System-OD intervention focuses on
dimensions of managerial effectiveness

Uses a variety of specially designed diagnostic
instruments that enable individuals and
groups to study their own behaviour and
identify areas that need improvement
GRID ORGANISATION DEVELOPMENT
High
Managerial grid / Leadership grid
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Team
Country club
Concern for People
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Low
Middle road
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Impoverished
Task
1
0
1
2
3
4
5
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7
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Concern for Results
Low
High
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GRID ORGANISATION DEVELOPMENT
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Implementing Grid organisation development
Phases
1.The Grid seminar
2.Teamwork development
3.Intergroup development
4.Designing Ideal strategic model
5.Implementing Ideal strategic model
6.Systematic critique
GROUP INTERVENTIONS
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THIRD PARTY INTERVENTIONS
 WHEN TWO GROUPS ARE ENGAGED IN A
CONFLICT AND A THIRD PARTY STEPS IN TO
FACILITATE A POSITIVE DISCUSSION
 THREE BASIC COMPONENTS OF THIRD PARTY
INTERVENTION :
1. CONFRONTATION : CONFRONT THE CONFLICT
2. DIAGNOSIS : SUBSTANTIVE AND EMOTIONAL
ISSUES
3. RESOLUTION : IDENTIFY THE COMMONALITIES
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Behaviour
Behaviour
Triggering
event
Triggering
events
Issues
Issues
Consequences
Episode 1
Source : Walton, 1987
Consequences
Episode2
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ELEMENTS OF
CONFLICT
DIAGNOSTIC
OBJECTIVES
ACTION OBJECTIVES
ISSUES
IDENTIFY BASIC ISSUES :
DIFFERENTIATE BETWEEN
RESOLVABLE AND
UNRESOLVABLE
RESOLVE THROUGH
COMPROMISE ON
SUBSTANTATIVE ISSUES AND
WORKING THROUGH
EMOTIONAL ISSUES
TRIGGERS
IDENTIFY BARRIERS TO
CONFLICT AND EVENTS THAT
TRIGGER CONFLICT
AVOID TRIGGERING NEW
EPISODE
TACTICS OR RESOLUTION
INITIATIVES
UNDERSTAND HOW
CHARACTERISTIC CONFLICT
BEHAVIOURS CAN GENERATE
ADDITIONAL ISSUES
LIMIT DESTRUCTIVE TACTICS
AND ENCOURAGE
CONSTRUCTIVE INITIATIVES
CONSEQUENCES
UNDERSTAND THE FEELINGS
GENERATED BY EPISODES OF
CONFLICT, HOW THEY ARE
COPED WITH, AND WHETHER
THEY WILL FUEL ANOTHER
EPISODE
ASSIST PRINCIPALS TO COPE
MORE CONSTRUCTIVELY WITH
FEELINGS AND OTHER
CONSEQUENCES OF CONFLICT.
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ORGANISATION-WIDE INTERVENTION
SURVEY FEEDBACK
PROCESS COMPRISES OF :
1. ORGANISATION MEMBERS COMPLETE
QUESTIONNAIRES ON VARIOUS ORGANISATIONAL
ISSUES
2. RECEIVE FEEDBACK ON RESULTS
3. TAKE APPROPRIATE ACTION TO ADDRESS
CRITICAL NEEDS AND CONCERNS
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SURVEY FEEDBACK IS A FOUR-PHASE
PROCESS
1. DEVELOPING A SURVEY INSTRUMENT
2. ADMINISTERING THE SURVEY
3. SUMMARISING AND ANALYSING THE
RESULTS
4. FEEDING BACK THE RESULTS AND
CREATING ACTION PLANS
THE WHOLE PROCESS IS CYCLICAL
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Phase I
Survey Development
Phase IV
Feedback
Action Planning
Implement action plans
Source : Smither, Houston, McIntire
Phase II
Data Collection
Phase III
Summary
Analysis of Results
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What is a Group ?
Importance of work groups & team in
bringing about organisational change.
Group Interventions are frequently directed
toward process by which decisions are made.
Group Interventions Techniques
Quality Circle
Small Group Activity
Six Sigma Task Force
GROUP INTERVENTIONS
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QUALITY CIRCLE ( QC )
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Small groups of employees that meet
regularly to discuss solutions to problems that
arise in the workplace.
Supervisor Nominated to coordinate the
meeting.
Problems are identified by Brainstorming.
Problems are prioritized.
Information is collected & ideas are
generated.
Solution is put forwarded to the
management.
GROUP INTERVENTIONS
Problem Solving by QC
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Primary Activity : Problem
Solving
Brainstorming
Nature of the Problem: To
analyze the problem, Seven
Quality Control Tools are
used.
Factors contributing to the
problem
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GROUP INTERVENTIONS
SMALL GROUP ACTIVITY METHOD
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Why a Non-Lecture Approach?
We learn by doing.
Basic Structure
Small Group Tasks : The idea is to work together,
not to compete.
Report-Back
: Report back to the workshop
as a whole how his or her
group tackled the particular
problem.
Summary
: The trainer highlights the key
points.
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Three Basic Learning Exchanges
Worker to Worker
Worker to Trainer
Trainer to Worker
: It allowing people to learn from
each other by solving problems
in their small groups.
: SGAM allows us to listen to
those we are training, we get to
learn more and more about the
realities people face.
: This is the traditional learning
procedure of school.
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SIX SIGMA TASK FORCE
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What is Six Sigma ?
The Six Sigma Methodologies are a business
philosophy & initiative that enable world class
quality & continuous improvements to achieve
the highest level of customer satisfaction.
Six Sigma is the new standard of excellence at
only 3.4 DPMO.
Six Sigma philosophy uses data & statistical
tools to systematically improve processes &
sustain process improvements.
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Six Sigma is a Project Focused approach consisting of Five
Phases.
DEFINE
: Customer needs are stated & processes & products
to be improved are identified.
MEASURE : Determines the target & baseline performance,
defines the I / O variables & validates the
measurement systems.
ANALYZE : Use data to establish the key process inputs that
affect process outputs.
IMPROVE : Identify improvements to optimize Output & reduce
defects.
CONTROL : Documents, monitors & assigns the accountability
for sustaining the gains made by process
improvements.
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 In six sigma functional organisation is divided
into project task forces.
 More Focus on specific tasks.
 Constructive Inter group dynamics.
 Payoffs being shared by team members.
REFERENCES
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Organization Theory and Behaviour – V S P Rao & P S
Narayana, Vikas Publishing House Pvt. Ltd, 1986
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Business Psychology and Organisational Behaviour – Eugene
McKenna, Vikas Publishing House Pvt. Ltd, 2002
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Organisational Theory and Behaviour – R. A. Sharma, Tata
McGraw-Hill Publishing Co. Ltd., 1985
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Organisational Development – Robert D. Smither, John M.
Houston, Sandra D. Mclntire, Haper Collins College Publishers,
1996
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THANK YOU 