Team/Work Group OD interventions

Prepared By

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Manu Melwin JoyAssistant Professor

Ilahia School of Management Studies

Kerala, India.Phone – 9744551114

Mail – manu_melwinjoy@yahoo.com

Dialogue sessions• Dialogue session is a structured

conversation designed to explore a topic with the potential for being conflictual, with the desired outcome resulting from a deeper understanding rather than from persuasion.

• It is not the goal of a dialogue process to reach a solution or agreement; the dialogue has been successful if members of the group understand each other’s position better.

Team building

• Objectives of team building are – Establish or clarify goals

and objectives.– Determine or clarify roles

and responsibilities.– Establish or clarify policies

and procedures.– Improve personal

relations.

12-6

Johari Window

Unknown to Others Known to Others

Known toSelf

Unknownto Self

HiddenSpot

OpenWindow

UnknownWindow

BlindSpot

12-7

Unknown to Others Known to Others

Known toSelf

Unknownto Self

OpenWindow

Improving Communications Using the Johari Window

ReduceHidden Areathrough Disclosure toOthers

Reduce Blind Spot through Feedback fromOthers

Team building

• Team building does not have a beginning and an ending point.

• So long as the team is continuing to meet, the process of building and rebuilding that team will occur.

• The critical piece to keep in mind is that team building is not based on artificial activities but emerges from the ongoing work of the team.

Meeting facilitation

• It must be clear why the team is meeting. What do you expect to accomplish?

• The right people need to be invited. Are the guests needed to provided their expetise?

• The agenda should be developed by inviting all team members to contribute to the agenda.

• An estimated time is assigned to each agenda item.

Fish bowl

• A subset of team is selected to sit in a circle, with the rest of the team sitting around this sub group.

• The inner circle is assigned roles and outer circle provides feedback.

Inter-team conflict management

• Mirroring can be used to reduce conflict.

• Objectives are• To develop better mutual

relationship between teams.• To explore the perception

team or work groups have of each other.

• To develop plans for improving relationships.

Process Consultation

• In process consultation, the consultant observes individuals and groups in action – helping them learn to diagnose and solve their own problems

• Often used in conjunction with teambuilding, self-directed work teams, quality circles, and other interpersonal interventions.

Process consultation– The purpose of process consultation

is for an outside consultant to assist a manager, “to perceive, understand, and act upon process events” that might include work flow, informal relationships among unit members, and formal communication channels.

– The consultant works with the client in jointly diagnosing what processes need improvement.

– By having the client actively participate in both the diagnosis and the development of alternatives, there will be greater understanding of the process and the remedy and less resistance to the action plan chosen.

Process Consultation: How is itDone?

• Consultant observes the communication processes between individuals and workgroups

• Interventions used such as listening, probing, questioning, clarifying, reflecting, synthesizing and summarising.

Third Party Peace Making

• Intermediaries (or "third parties") are people, organizations, or nations who enter a conflict to try to help the parties de-escalate or resolve it.

• Walton has presented a statement of theory and practice for third-party peace making interventions that is important in its own right and important for its role in organization development.

WALTON’S MODEL IS BASED ON FOUR ELEMENTS

• The conflict issues.• Precipitating

circumstances.• Conflict relevant acts.• The consequences of

the conflict.

WALTON’S HAS OUTLINED THE INGREDIENTS OF A PRODUCTIVE CONFRONTATION

• Mutual positive motivation.• Balance of power.• Synchronization of confrontation efforts.• Differentiation and integration of different

phases of the intervention must be well paced.• Conditions that promote openness should be

created.• Reliable communicative signals.• Optimum tension in the situation .

Strategic Alignment Assessment

• According to Semler (2000), any part of an organization must be aligned (Consistent with) the organization itself to be effective.

• This call for adjustment in the components of the team that are not in sync with those components in the organization.

Role analysis technique (RAT)

• Role analysis technique (RAT) is used to help employees get a better grasp on their role in an organization.

• In the first step of a RAT intervention, people define their perception of their role and contribution to the overall company effort in front of a group of coworkers.

• Group members then provide feedback to more clearly define the role.

Role analysis technique (RAT)• In the second phase, the individual and

the group examine ways in which the employee relies on others in the company, and how they define his or her expectations.

• RAT interventions help people to reduce role confusion, which can result in either conflict or the perception that some people aren't doing their job.

• A popular intervention similar to RAT is responsibility charting, which utilizes a matrix system to assign decision and task responsibilities.