6351 Mid Term - "Collegiality as a Solution for the Leadership Challenge Today"
DatDude
Chapter11Powerpoint.pptxOrganization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley
CHAPTER
11
Organization Process Approaches
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Learning Objectives
Provide an overview of organization-level process approaches.
Explain two traditional organization process interventions- the organization confrontation meeting and the intergroup conflict method.
Describe and evaluate the effectiveness of large-group interventions.
Define and assess the effectiveness of culture change.
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Diagnostic Issues in Organization Process Interventions
Organization process approaches are driven by diagnostic data collected at the organization level.
OD practitioners should be able to clearly articulate a sound business case as to how the environmental pressures or organization design features constraining current effectiveness will be addressed by the process intervention.
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Organization Confrontation Meeting
The confrontation meeting is an intervention designed to mobilize the resources of the entire organization to identify problems, set priorities and action targets, and begin working on identified problems.
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Confrontation Meeting Process
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Intergroup Conflict Interventions
The quality of group relationships in an organization can affect how well the organization performs
Organizations with highly interdependent departments require good working relationships to be effective
Intergroup conflict interventions can focus on behavioral and attitudinal change solutions.
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Approach to Resolving Intergroup Conflicts
Groups and consultant convene to address issues
Groups are asked to address three questions
What qualities/attributes best describe our group?
What qualities/attributes best describe their group?
How do we think the other group will describe us?
Groups exchange and clarify answers
Groups analyze the discrepancies and work to understand their contribution to the perceptions
Groups discuss discrepancies and contributions
Groups work to develop action plans on key areas
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Attitudinal and Behavioral Group Conflict Interventions
Behavioral Group Interventions
Apply when task interdependence between the conflicting groups is relatively low and predictable
Attitudinal Group Interventions
Apply when task interdependence between the conflicting groups is high and unpredictable
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Large Group Interventions
Focus on issues affecting the whole organization or large segments of it, such as developing new products or services, responding to environmental change, or introducing new technology
Various Change Programs
Search Conferences
Open-Space Meetings
Open-Systems Planning
World Cafés
Decision Accelerators
Appreciative Inquiry Summits
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Large Group Intervention Assumptions
A variety of organization stakeholders must be involved to create an accurate view of the environment and organization
Stakeholders must develop a shared understanding of the environment to permit coordinated action
Participants perceptions must accurately reflect the condition of the environment if organizational responses are to be effective
Large group processes must create conditions for ownership and commitment.
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Large Group Intervention Process
Preparing for the large-group meeting
Identify a compelling meeting theme
Select appropriate stakeholders to participate
Develop relevant tasks to address meeting theme
Conducting the meeting
Open Systems Methods
Open Space Methods
Positive Methods
Following up on the meeting outcomes
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Open Systems Methods
Map the current environment facing the organization
Assess the organization’s responses to the environmental expectations
Identify the core mission of the organization
Create a realistic (or likely) future scenario given environmental expectations and organization capabilities
Create an ideal future scenario(s) of environmental expectations and organization responses
Compare the present with the ideal future and prepare an action plan for reducing the discrepancy
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Open-Space Methods
Set the conditions for self-organizing
Announce the theme of the session
Establish norms for the meetings
The “Law of Two Feet.”
The “Four Principles.”
“Whoever comes are the right people.”
“Whatever happens is the only thing that could have.”
“Whenever it starts is the right time.”
“When it is over, it is over.”
Participants create the agenda
Coordinate activity through information postings
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Positive Methods
Discover the organization’s positive core
Dream about and envision a more desired and fulfilling future
Design the structural and systems arrangements that will best reflect and support the vision or dream
Create the specific action plans that will fulfill the organization’s destiny
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The Concept of Organization Culture
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Defining and Diagnosing Organization Culture
Behavioral Approach
Pattern of behaviors (artifacts) most related to performance
Competing Values Approach
Pattern of values emphasis characterizing the organization
Deep Assumptions Approach
Pattern of unexamined assumptions that solve internal integration and external adaptation problems well enough to be taught to others
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Competing Values Approach to Culture
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Implementing Culture Change
Formulate a clear strategic vision
Display top-management commitment
Model culture change at the highest levels
Modify the organization to support change
Select and socialize newcomers; terminate deviants
Develop ethical and legal sensitivity
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