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An Experiential Approach to Organization Development 8th edition

Chapter 8

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Chapter 8

Process Intervention Skills

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Learning Objectives

Understand key OD process skills.
Determine how they can be applied.
Practice using OD process skills.
Identify and gain insights into your OD style.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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New Paradigm in Organizations

Change occurring in leadership styles.
Because of importance of teams.
Organizations relying more on team approach.
Managers need new skills.
Understanding group and team behavior needed.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Process Interventions (part 1 of 2)

Process intervention is OD practitioner skill.
Used for helping work groups become more effective.
Helps work group to understand way it operates.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Process Interventions (part 2 of 2)

The manager helps team learn to diagnose and solve their problems.
Team becomes more independent.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Group Process

Process interventions concentrates on:
How groups and individuals within groups behave.
Process is the how of the group.
How it functions.
Content is the what of the group.
The work it does.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Five Areas Crucial to Effective Organization Performance

Communication.
Member roles and functions in groups.
Group problem-solving and decision-making.
Group norms and growth.
Leadership and authority.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Figure 8.1
Group Process Interventions

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Communications

Analyzing communication process within group.
Observing:
Length of time member talks.
Who talks to whom.
Who interrupts whom.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Member Roles and Functions

Observing roles and functions of members.
Roles divided into 3 categories:
Group task.
Group building and maintenance.
Individual.

An Experiential Approach to Organization Development 8th edition

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Table 8.1
Group Behavior Interventions

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Group Problem Solving and
Decision Making

Helping group understand how it makes decisions.
Group consensus is:
One all members share in making and will support.

An Experiential Approach to Organization Development 8th edition

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Group Norms and Growth

Assisting group in understanding:
Its norms and
How they affect decision making.
Group will improve decision making as members grow.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Leadership and Authority

Group understands impact of leadership and authority.
Roles of formal and informal leaders clarified.
Leadership functions shared among group members.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Types of Process Interventions

Process interventions differ but never involve the group’s task.
Concern is how group goes about accomplishing its task.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Types of Process Interventions

Clarifying.
Summarizing.
Synthesizing.
Generalizing.
Probing.
Questioning.
Listening.
Reflecting Feelings.

Providing Support.
Coaching.
Counseling.
Modeling.
Setting the Agenda.
Feedback.
Structural Suggestions.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Clarifying and Summarizing

Purpose is to resolve misunderstandings.
Provides a summary of major points.
Helps group to understand where it is.
Example:
“Mary, I seem to be hearing you say…. Is this correct?”

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Synthesizing and Generalizing

Puts several points together in common theme.
Takes ideas of one person and attaches them to group.
Example:
“Am I correct in assuming the rest of you share Irwin’s position?”

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Probing and Questioning

Seeks more information and asks questions.
Useful at beginning of discussion if members reaching hasty conclusions.
Example:
“Larisa, I’m not sure everyone understands your point. Could you explain it in more detail?”

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Listening

Communicates nonverbally that one is listening.
Uses eye contact and body posture.
Hears entire message including feelings.
Examples:
Eye contact, nod of head, body posture.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Reflecting Feelings

Communicates back to speaker feeling part of message.
Listener practices empathy.
Example:
“Shannon, am I correct in assuming you have a problem with what Murphy has just reported?”

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Providing Support, Coaching, and Counseling

Gives assistance to group or individual on behaviors to improve.
Encourages members to talk and express ideas.
Compliments group for productive meeting.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Modeling

Learning to give process observations.
By observing someone else making process observations.
Members encouraged to take role of providing process interventions.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Setting the Agenda

Sets aside time to discuss process issues apart from content issues.
May include how well members communicate with each other.

An Experiential Approach to Organization Development 8th edition

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Feeding Back Observations

Provides feedback on group process.
Limited to extent that group is able to accept feedback.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Structural Suggestions

Manager avoids stepping in and taking over.

Group membership.
Communication patterns.

Allocation of work.
Lines of authority.

Provides suggestions on:

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Results of Process Interventions

Little empirical evidence on success of process interventions.
Some findings suggest positive effects on participants.
Relied upon by OD practitioners.
Increasingly used by line managers in daily operations.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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OD Applications
Leaders Shape Disney Culture

Disney has deeply rooted culture.
Philosophy of theme parks is:
Actions of leaders inspires and motivates everyone,
With whom they come in contact.

An Experiential Approach to Organization Development 8th edition

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Leadership and management methods
Used since first theme park in 1950s.
Leaders are inclusive and share information with employees.
Leaders spend majority of time “walking the front.”
This means working frontline shifts in operating areas .

An Experiential Approach to Organization Development 8th edition

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Results of leadership improvement programs:
Guest rate increase greater than 10%.
Cast member turnover rates dropped.
Disney Institute is where methods shared with other organizations.
Leadership methods have helped shape Disney’s culture.

An Experiential Approach to Organization Development 8th edition

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Key Words and Concepts

Agenda setting interventions.
Sets aside time when process issues discussed.
Empathy.
Listener tries to see world from speaker’s point of view.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Group building and maintenance functions.
Helps group grow and improve members’ relationships.
Group consensus.
Decision made by group that all members can support.
Group content.
Task or what a group does.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Group process.
How group goes about accomplishing task.
Group task functions.
Behaviors that directly help group solve its task.
Individual functions.
Behaviors that satisfy individual needs and inconsequential to group’s task.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Member roles.
Functions that individual members play in a group.
Norms.
Shared ideas regarding what group members should do and feel.
Process interventions.
How group is accomplishing its task.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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OD Skills Simulation 8.1
Apex Oil Spill

Purpose.
To examine behaviors that facilitate and inhibit group functioning.
To identify the functions and roles of group members.
To explore group processes.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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OD Skills Simulation 8.2
Trust Building

Purpose.
To provide comparison between your perceptions of trust behavior and
How others perceive it.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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OD Skills Simulation 8.3
Process Interventions

Purpose.
To provide you with additional practice making OD interventions.
As an observer, to observe the intervention process.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Preparations for Next Chapter
(part 1 of 2)

Read Chapter 9.
Prepare for OD Skills Simulation 9.1.
Prior to class, form teams of six or more and assign roles.
Complete Step 1.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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Preparations for Next Chapter
(part 2 of 2)

Complete Steps 1 and 2 of OD Skills Simulation 9.3.
Read and analyze Case: The Sundale Club.

An Experiential Approach to Organization Development 8th edition

Chapter 8

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