Wk5 D1 - An Introduction to Interventions
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Anderson_5e_PPT_Ch10.PPTXChapter 10: Individual Interventions
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The Psychology of Transitions (1 of 6)
Endings
Letting go of past practices, beliefs, relationships.
Emotions include anxiety, fear, blame, shock, denial, disappointment.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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The Psychology of Transitions (2 of 6)
Endings
Acknowledge the past (good and bad), celebrate successes, conscious “disintegration” of the ending.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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The Psychology of Transitions (3 of 6)
Neutral Zone
Reflection on loss, change, gradual acceptance of transition.
Emotions include confusion, uncertainty, frustration, loss of purpose, the “emptiness” of loss that has not yet been replaced.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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The Psychology of Transitions (4 of 6)
Neutral Zone
Tendency to escape this state, often without conscious attention to the feelings of change.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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The Psychology of Transitions (5 of 6)
New Beginnings
Reintegration of self, things may start to “click.”
Emotions include gradually getting more comfortable, “fog lifting,” new sense of purpose and confidence.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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The Psychology of Transitions (6 of 6)
New Beginnings
Approaching new beginnings without the hard work of the transition state may mean making the same mistakes over and over.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Individual Interventions
Individual instruments and assessments.
Coaching.
Mentoring.
360 feedback.
Career planning and development.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Individual Assessments/Instruments (1 of 6)
Advantages
Gives people language and constructs to understand themselves.
Relatively low threat; individualized.
Allows comparison to others.
Promotes involvement in self-discovery.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Individual Assessments/Instruments (2 of 6)
Advantages
Can administer at multiple times to see changes or patterns over time.
Can allow person to explore areas previously unknown to themselves.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Individual Assessments/Instruments (3 of 6)
Disadvantages
People may seek the right answer or right style.
May encourage labeling or stereotyping.
May encourage relativism instead of confrontation or learning.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Individual Assessments/Instruments (4 of 6)
Disadvantages
Fear of being exposed, “discovered” psychologically, “figured out.”
Can foster dependency on the facilitator.
Can be too much information to confront at once; can be overwhelming.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Individual Assessments/Instruments (5 of 6)
Tips
Do not compel participation.
Establish a safe and nonjudgmental atmosphere.
Practice explaining the instrument (how it is used, what it assesses, how it was developed, what theories are included, how to interpret it).
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Individual Assessments/Instruments (6 of 6)
Tips
Invite participants to draw their own conclusions.
Take the instrument yourself.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Coaching (1 of 5)
Helping willing clients get to where they would like to go, through one-on-one dialogue.
Requires strong interpersonal skills:
Genuineness.
Guidance.
Mutuality.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Coaching (2 of 5)
Requires strong interpersonal skills:
Empathy and Support.
Present and future focus.
Ego strengthening.
Transparency.
Cognition.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Coaching (3 of 5)
Coaches are not providers of diagnoses or solutions, and generally do not focus on organizational systems.
Requires a contract.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Coaching (4 of 5)
Coaches are good conversationalists and good listeners for:
Inherent strengths.
Values.
What is said versus what is not said.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Coaching (5 of 5)
Coaches are good conversationalists and good listeners for:
Indications of hidden resourcefulness.
Moments of unconscious brilliance on the part of the client.
Repetition, stuckness, self-sabotage, unmet needs.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Mentoring
Difference between mentoring and coaching is typically a matter of expertise and content knowledge to be shared:
More like a teacher or apprentice model.
Mentor may provide explicit advice or direction; focus is on skill development.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Career Development (1 of 4)
Classic View: Career Stage Models
Growth, fantasy, exploration.
Entry into world of work.
Basic training.
Full membership, early career.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Career Development (2 of 4)
Classic View: Career Stage Models
Full membership, midcareer.
Midcareer crisis.
Late career.
Decline and disengagement.
Retirement.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Career Development (3 of 4)
Contemporary View: Boundaryless Careers
Today, many people do not move sequentially between stages.
Sabbatical leave, travel, raise children, obtain an advanced degree.
“Tour of Duty,” short term, 2- to 4-year “gigs.”
More frequent career changes.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Career Development (4 of 4)
Contemporary View: Boundaryless Careers
Independent, freelance, or contract work.
Gain a diversity of experiences rather than upward mobility as the only options.
Milestones more often learning related than time related.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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