Organizational Design, Diagnosis, and Development

1
Organizational Design, Diagnosis, and Development

• Session 17
• Human Process Interventions, II

2
Objectives

• To review group level human process
  interventions process consultation, team
  building
• To review systems wide human process
  interventions organization confrontation
  meeting, large group interventions, and grid
  organizational development
• To examine the effectiveness for these human
  process interventions in producing change

3
Process Consultation

• Communication
• Functional roles in groups
• Problem solving and decision making
• Group norms
• Leadership

4
TYPICAL ORGANIZATIONAL ROLES

• Task specialist -- Person who because of
  experience, skill, or knowledge has edge in task
  competency
• Maintenance specialist -- human relations guru

5
Problems in Group Decision Making

• Evaluation
• Conflict
• Domination

6
Group-think as a Dysfunctional Norm

• The tendency of highly cohesive groups to conform
  to group pressures and to suspend reality testing
  and engage in consensus seeking.
• Antecedents
• High cohesiveness
• Group structure
• Stressful situations

7
Group Think Cont

• Symptoms
• Overestimation of the group
• Close-mindedness
• Increased pressure for uniformity
• Consequences
• Defective decision making
• High probability of a bad decision
• Preventive tactics

8
Leadership Training

• Problem stating in an objective manner
• Providing and sharing relevant information
• Drawing out group members
• Preventing domination
• Avoid moving to evaluation prematurely
• Stimulating discussion and clarify points
• Summarizing to mark group progress.

9
Team Building

• Types of Teams Work teams, task teams,
  management teams
• Family group diagnostic meeting
• Team building meeting
• Results of team building

10
Organization Confrontation Meeting

• Groups of 10-15 are convened
• The groups discuss problems
• There is a plenary session with reports on the
  problems
• The problems are classified
• Smaller groups re-form and work on problem
  solving
• Action plans are submitted to management along
  with a time table
• The problem solving groups meet periodically to
  review what is happening and report to management

11
Large Group Interventions

• Preparation for the large group meeting
• Conducting the meeting
• Follow up on meeting
• Results

12
Organizational Grid Development
13
Leader Behaviors

• People orientation -- consideration, the leader
  is concerned about the well being of employees
  and being fair. (1,9)
• Production orientation -- initiation of
  structure, the focus of this leader is on goal
  attainment (9.1)

14
Consequences of Managerial Style

• Consequences of 1.9 This style of works well
  when the task is intrinsically satisfying, or
  when the task is extremely structured and clear
• Consequences of 9,1 This style works best with
  situations where there is pressure due to
  deadlines, ambiguous tasks, or external

15
Backwards Forwards

• Summing up Today we reviewed group and
  organization wide interventions, including
  process consultation, team building,
  organizational confrontation meeting, large group
  interventions and grid development which is
  really managerial development.
• Looking aheadNext time we begin to examine
  techno-structural interventions.