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An Experiential Approach to Organization Development 8th edition

Chapter 9

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Chapter 9

Employee Empowerment and Interpersonal Interventions

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Learning Objectives

Recognize need for employee empowerment.
Experience dynamics in communication.
Practice giving and receiving feedback.
Describe career life planning and stress management.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Empowering the Individual
(part 1 of 2)

Empowerment - giving employees power to make decisions.
Power and decision making delegated to lower levels of employees.
Interventions aimed at enhancing development of individual members.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Empowering the Individual
(part 2 of 2)

Helping organization members improve:
Communications.
Interpersonal skills.
Managerial performance.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Employee Empowerment

Individual is one of critical elements in large-scale organizational change.
Central to Empowerment.
Delegation of power and decision-making to lower levels.
Promulgation of shared vision of future.
Engaging employees so they develop pride and responsibility.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Empowerment (part 1 of 3)

Employees more proactive and self-sufficient.
Individual one of most critical elements in change.
Purpose is to have individual’s purpose and vision congruent with organization’s.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Empowerment (part 2 of 3)

For many organizations, empowerment is basic cornerstone of change.
GE has company wide vision they call work-out.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Empowerment (part 3 of 3)

Empowerment concepts interwoven through OD interventions including:
Team and system interventions.
Total quality management.
Self-managed work teams, learning organizations.
High-performance systems.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Laboratory Learning (part 1 of 2)

Sometimes called:
Encounter groups.
Sensitivity training.
Training groups.
Involves using group for discovering cause-and-effect relations in interpersonal communications.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Laboratory Learning (part 2 of 2)

Usually includes:
10 to 12 participants who do not know one another and
1 or 2 experienced facilitators.
Recently used less as an OD technique.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Objectives of Laboratory Learning Include

Insights into managerial and personal style.
Determine impact upon others.
Awareness of group functioning.
Analyzing and coping with change.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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The Johari Window Model

Communication critical in determining effectiveness of organizations.
It is technique for identifying interpersonal communication style.
Model presents:
2 dimensional, 4 cell figure.
Based on interaction of self and others.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Figure 9.1
The Johari Window

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Four Areas of Johari Window
(part 1 of 2)

Public area.

Behavior, thoughts, and feelings.
Known both to oneself and to others.

Blind area.

Aspects of self not known to oneself.
Readily apparent to others.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Four Areas of Johari Window
(part 2 of 2)

Closed area.

Behaviors and feelings know only to oneself.
Not known to others.

Unknown area.

Aspects of self not known to oneself or others.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Disclosure and Feedback of Johari Window

Disclosure involves revealing:
One’s feelings, thoughts, and feedback to others.
Feedback is behavioral process used to:
Enlarge public area and reduce blind area.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Transactional Analysis

Model for analyzing human behavior using familiar terminology.
Structural analysis is useful to understand how we get to be who we are.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Ego States of TA (part 1 of 2)

3 sources of behavior called ego states:
Parent - behaviors copied from parental figure.
Adult - behaviors involving objective facts.
Child - behaviors retained from childhood.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Ego States of TA (part 2 of 2)

All 3 ego states exist within a person.
Each ego state necessary for well-integrated personality.
Can enable person to better understand values, behaviors, and thoughts.
Awareness can help to improve one’s effectiveness in an organization.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Figure 9.2
Ego States

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Figure 9.3
Ego States of an Organization

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Understanding Transactional Theory

A transaction is basic unit of communication.
Every interaction among people involves transaction between ego states.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Classification of Transactions

Complementary.
Crossed.
Ulterior.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Complementary Transaction

Occurs when a message sent from one ego state receives an expected response from other person’s appropriate ego state.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Figure 9.4 a
Complementary Transaction

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Crossed Transaction

Occurs when a message from one ego state receives response from inappropriate or unexpected ego state.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Figure 9.4 b
Crossed Transaction

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Ulterior Transaction

Involves two ego states simultaneously:
Literal words of transaction means one thing.
Underlying intent means something entirely different.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Figure 9.4 c
Ulterior Transaction

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Strokes

A stroke is any form of recognition.
Includes physical, verbal, and visual messages.
Strokes are conditional and unconditional.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Conditional and Unconditional Strokes

Conditional strokes.
Tied to some type of performance by receiver of stroke.
Unconditional strokes.
Given with no strings attached.
Both types of strokes are appropriate.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Positive, Negative, and Crooked Strokes (part 1 of 2)

Strokes in TA may be:
Positive.
Negative.
Crooked.
Positive strokes.
Transactions that provide expected response and reassure a person’s worth.
Results in a “You’re OK” feeling.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Positive, Negative, and Crooked Strokes (part 2 of 2)

Negative strokes.
Critical transactions resulting in unexpected, unreassuring response.
Results in “You’re not OK” feeling.
Crooked strokes.
Transactions that have double meaning.
Transmits message different from words a person uses.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Psychological Positions and Scripts

Psychological position is person’s general outlook on life.
It is how he or she relates to others.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Four Psychological Positions
(part 1 of 2)

I’m OK, you’re OK.
Acceptance of self and others.
A healthy outlook.
I’m OK, you’re not OK.
Tendency to mistreat, blame, and put down others.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Four Psychological Positions
(part 2 of 2)

I’m not OK, you’re OK.
Feelings of low self-esteem or lack of power compared to others.
I’m not OK, you’re not OK.
Feelings of low self-esteem and loss of interest in living.
Feelings of confusion and depression.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Authentic Communication and Relationships of TA

TA emphasizes open communications.
Provides framework for examining how people communicate and work.
Adult-to-adult transactions help develop employee involvement and empowerment.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Career Life Planning Interventions

Help individuals better manage their career.
Process of choosing occupational, organizational, and career paths.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Steps in Career Life Planning
(part 1 of 2)

Prepare set of career life goals.

Go through the list to:

Test for reality.
Determine priorities.
Look for conflicting goals.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Steps in Career Life Planning
(part 2 of 2)

Make list of:

Important accomplishments.
Things that made participant feel satisfied.

Work through list in Step 3 looking for conflicts.

Prepare detailed plan of action.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Stress Management and Burnout

Stress is interaction between individual and environment.
Characterized by emotional strain affecting person’s physical and mental condition.
Excessive work and personal stress can become dysfunctional.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Stress Requires Two Simultaneous Events

External event (stressor).
Emotional or physical reaction to the stressor such as:
Fear.
Anxiety.
Muscle tension.
Increased heart rate.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Major Sources of Stress

On-the-job activities.
Events occurring away from work.
The two are interrelated and complex issues.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Potential Stressful Work Activities Include

Change in policy.
Reorganization.
Unexpected changes in schedules.
Conflicts with other people.

Lack of feedback.
Not enough time to perform duties.
Lack of participation.
Job ambiguities.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Job Burnout

Emotional exhaustion and reduced accomplishment.
Experienced by those who do “people work.”
Response to chronic emotional strain of dealing extensively with other people.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Stress Management Interventions (part 1 of 6)

Helps individuals cope with negative outcomes of exposure to stress.
Interventions include:

Wellness programs.
Relaxation techniques.
Career life planning.

Stress management training.
Job burnout seminars.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Stress Management Interventions (part 2 of 6)

Wellness Program

Helps employees to improve diet and exercise.
Sometimes includes company-built training facilities.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Stress Management Interventions (part 3 of 6)

Relaxation Techniques

Two commonly used techniques:
Biofeedback.
Meditation.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Stress Management Interventions (part 4 of 6)

Career Life Planning

Sessions may be one-to-one or group sessions.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Stress Management Interventions (part 5 of 6)

Stress Management Training

Instruction in:
Time management.
Goal setting.
Relaxation techniques.
Conflict resolution.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Stress Management Interventions (part 6 of 6)

Seminars on Job Burnout

Workshops to help employees understand nature and symptoms of job problems.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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OD Application
How W. L. Gore Empowers Individuals and Teams

At Gore no assigned authority and no chain of command.
No predetermined channels of communication.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Uses lattice system and no plants larger that 200 associates.
Leaders emerge rather than appointed.
Team does hiring for new employees.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Team becomes successful because members help others to be successful.
Seniority and education do not count.
Associates compensated on how much they contribute to firm.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Key Words and Concepts

Biofeedback.
Instruments record brain wave, heart, etc.
Enables people to control nervous system reactions and stress.
Career life planning.
Matching career and life goals.

An Experiential Approach to Organization Development 8th edition

Chapter 9

Slide *

Complementary transaction.
Message sent from ego state receives expected response from other person’s appropriate ego state.
Crooked stroke.
Transmits message different from words that person uses.
Crossed transaction.
Occurs when message from one ego state receives response from inappropriate state.

An Experiential Approach to Organization Development 8th edition

Chapter 9

Slide *

Disclosure.
Used in Johari Window model to enlarge public area.
Ego states.
Sources of behavior used to describe feelings and behaviors of parent, adult, and child .
Empowerment.
Delegates power to lower levels to engage all employees.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Fade out.
Occurs in laboratory learning when participants return to work organizations.
Feedback.
Process used to enlarge public area and reduce blind area.
Job burnout.
Response to emotional strain of dealing extensively with other human beings.

An Experiential Approach to Organization Development 8th edition

Chapter 9

Slide *

Johari Window Model.
Model for identifying communication style.
Laboratory learning.
Uses group as laboratory for discovering relations in interpersonal communication.
Meditation.
Relaxation technique to reduce stress.
Negative strokes.
Results in unexpected response with “You’re not OK” feeling.

An Experiential Approach to Organization Development 8th edition

Chapter 9

Slide *

Positive strokes.
Provides expected response and reassures person’s worth.
Psychological positions.
Feelings lead to positions toward oneself and others.
Psychosocial system.
Includes relationships and behavioral patterns of members.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Stress.
Emotional strain affecting person’s physical and mental condition.
Stress management intervention.
Methods to help individual deal with stress.
Stressors.
Events that create state of disequilibrium within individual.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Stroking.
Form of recognition of one person by another.
Structural analysis.
Used to understand the 3 ego states.
Transaction.
Interaction between people involving communication between ego states.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Transactional analysis.
Relationship model for people to understand themselves better.
Ulterior transaction.
Involves 2 ego states in people sending messages that have underlying meanings.
Wellness programs.
Stress reduction programs such as physical fitness and nutrition counseling.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Simulation 9.1
SACOG

Purpose.
Learn to recognize the dimensions of group effectiveness.
Observe how dimensions inhibit or facilitate group functioning.
Learn to identify OD interventions that can increase individual and group effectiveness.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Simulation 9.2
Johari Window

Purpose.
Provide you with information to compare your perceptions of yourself with the perceptions others have of you.
The survey can initiate further thought about your communications and interpersonal relations.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Simulation 9.3
Career Life Planning

Purpose.
Give you experience in preparing career and life plans.
Act as a helper for someone else formulating career life plans.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Preparations for Next Chapter
(part 1 of 2)

Read Chapter 10.
Prepare for OD Skills Simulation 10.1.
Prior to class, form teams of six and assign roles.
Complete Steps 1 and 2.

An Experiential Approach to Organization Development 8th edition

Chapter 9

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Complete Step 1 of OD Skills Simulation 10.2 before class and after finishing OD Skills Simulation 10.1.
Read and analyze Case: Steele Enterprises.

Preparations for Next Chapter
(part 2 of 2)

An Experiential Approach to Organization Development 8th edition

Chapter 9

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