1. Employee Empowerment and Interpersonal Interventions
Chapter 9
Employee Empowerment and Interpersonal Interventions
An Experiential Approach to Organization Development 7th edition

2. An Experiential Approach to Organization Development 7th edition
Learning Objectives
Recognize need for employee empowerment.
Experience dynamics in communication.
Practice giving and receiving feedback on your personal communication style.
Describe career life planning and stress management.
An Experiential Approach to Organization Development 7th edition

3. Changing Michael Dell’s DNA (part 1 of 2)
Michael Dell manages with determination.
Recent survey of Dell’s employees revealed problems.
Half of employees would leave if given the chance.
Felt M. Dell was impersonal.
An Experiential Approach to Organization Development 7th edition

4. Changing Michael Dell’s DNA (part 2 of 2)
M. Dell went before management team and offered honest self-critique.
He promised to build tighter relationship with his team.
Videotape of meeting shown to every manager in company.
An Experiential Approach to Organization Development 7th edition

5. Empowering the Individual (part 1 of 2)
Empowerment is giving employees power to make decisions about work.
Power and decision making delegated to lower levels of employees.
Interventions aimed at enhancing development of individual members.
An Experiential Approach to Organization Development 7th edition

6. Empowering the Individual (part 2 of 2)
Interventions include:
Helping organization members improve communications.
Interpersonal skills.
Managerial performance.
An Experiential Approach to Organization Development 7th edition

7. An Experiential Approach to Organization Development 7th edition
Employee Empowerment
The individual is one of the most critical elements in any large-scale organizational change.
An Experiential Approach to Organization Development 7th edition

8. Central to Empowerment Is:
Delegation of power and decision-making to lower levels.
Promulgation of shared vision of future.
Engaging employees so they develop sense of pride and responsibility.
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9. An Experiential Approach to Organization Development 7th edition
Empowerment (part 1 of 3)
Employees are more proactive and self-sufficient.
Individual is one of most critical elements in change.
Purpose is for individual’s purpose and vision congruent with the organization’s.
An Experiential Approach to Organization Development 7th edition

10. An Experiential Approach to Organization Development 7th edition
Empowerment (part 2 of 3)
In many organizations empowerment is basic cornerstone of change.
GE has company wide version they call work-out.
An Experiential Approach to Organization Development 7th edition

11. An Experiential Approach to Organization Development 7th edition
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 7th edition

12. Laboratory Learning (part 1 of 2)
Sometimes called encounter groups, sensitivity training, and training groups.
Involves using a group as laboratory for discovering cause-and-effect relations in interpersonal communications.
An Experiential Approach to Organization Development 7th edition

13. 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 it is used less as an OD technique.
An Experiential Approach to Organization Development 7th edition

14. 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 7th edition

15. The Johari Window Model
Communication is critical in determining effectiveness of organizations.
Johari Window Model 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 7th edition

16. Figure 9.1 The Johari Window
An Experiential Approach to Organization Development 7th edition

17. Four Areas of Johari Window (part 1 of 2)
Public area - behavior, thoughts, and feelings which are known both to the person and to others.
Blind area - aspects of the self not known to oneself but readily apparent to others.
An Experiential Approach to Organization Development 7th edition

18. Four Areas of Johari Window (part 2 of 2)
Closed area - behaviors and feelings know only to oneself but not to others.
Unknown area - aspects of self not known to oneself or others.
An Experiential Approach to Organization Development 7th edition

19. Disclosure and Feedback of Johari Window
Disclosure involves open disclosure of 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 7th edition

20. An Experiential Approach to Organization Development 7th edition
Our Changing World: Joint Ventures, Mergers, and Part-Ownership (part 1 of 3)
Auto industry is good example of joint ventures, mergers, and acquisitions.
Toyota and General Motors.
Chrysler and Daimler Benz.
Nissan and Renault.
Mazda and Ford.
An Experiential Approach to Organization Development 7th edition

21. Our Changing World (part 2 of 3)
Trust and cooperation between Mazda and Ford is part of the joint venture.
They cooperate on new vehicles and exchange information.
Information that is shared is complementary.
An Experiential Approach to Organization Development 7th edition

22. Our Changing World (part 3 of 3)
Some principles they use are:
Meet often at all levels.
A third party settles disputes.
Anticipate cultural differences.
Open, honest communication is key.
Their relationship can define a Johari Window.
An Experiential Approach to Organization Development 7th edition

23. 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 7th edition

24. Ego States of TA (part 1 of 2)
Person has 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 7th edition

25. An Experiential Approach to Organization Development 7th edition
Figure 9.2 Ego States
An Experiential Approach to Organization Development 7th edition

26. Ego States of TA (part 2 of 2)
All 3 ego states exist within everyone.
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 7th edition

27. 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 7th edition

28. Transactions Are Classified As:
Complementary.
Crossed.
Ulterior.
An Experiential Approach to Organization Development 7th edition

29. 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 7th edition

30. Figure 9.3 a Complementary Transaction
An Experiential Approach to Organization Development 7th edition

31. An Experiential Approach to Organization Development 7th edition
Crossed Transaction
Occurs when a message from one ego state receives response from inappropriate or unexpected ego state.
An Experiential Approach to Organization Development 7th edition

32. Figure 9.3 b Crossed Transaction
An Experiential Approach to Organization Development 7th edition

33. An Experiential Approach to Organization Development 7th edition
Ulterior Transaction
Involves two ego states simultaneously:
The literal words of the transaction, which may mean one thing.
And the underlying intent, which may mean something entirely different.
An Experiential Approach to Organization Development 7th edition

34. Figure 9.3 c Ulterior Transaction
An Experiential Approach to Organization Development 7th edition

35. Strokes in TA Are Recognition
Stroke is any form of recognition including physical, verbal, and visual.
Strokes are conditional and unconditional.
An Experiential Approach to Organization Development 7th edition

36. Conditional and Unconditional Strokes
Conditional strokes tied to some type of performance by receiver of stroke.
Unconditional strokes are given with no strings attached.
Both types of strokes are appropriate.
An Experiential Approach to Organization Development 7th edition

37. Positive, Negative, and Crooked Strokes
Strokes in TA may be:
Positive.
Negative.
Crooked.
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38. An Experiential Approach to Organization Development 7th edition
Positive Strokes
Transactions that provide expected response and reassure a person’s worth.
Results in a “You’re OK” feeling.
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39. An Experiential Approach to Organization Development 7th edition
Negative Strokes
Critical transactions resulting in unexpected, unreassuring response.
Results in “You’re not OK” feeling.
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40. An Experiential Approach to Organization Development 7th edition
Crooked Strokes
Transactions that have double meaning.
Transmits message different from words a person uses.
An Experiential Approach to Organization Development 7th edition

41. 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 7th edition

42. 4 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 7th edition

43. 4 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, with feelings of confusion and depression.
An Experiential Approach to Organization Development 7th edition

44. 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 7th edition

45. Career Live Planning Interventions
Help individuals better manage their career.
Process of choosing occupational, organizational, and career paths.
An Experiential Approach to Organization Development 7th edition

46. 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, and look for conflicting goals.
An Experiential Approach to Organization Development 7th edition

47. Steps in Career Life Planning (part 2 of 2)
Make list of important accomplishments and 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 7th edition

48. 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 7th edition

49. Stress Requires 2 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 7th edition

50. Major Sources of Stress
On-the-job activities.
Events occurring away from work.
The two interrelated and complex issues.
An Experiential Approach to Organization Development 7th edition

51. 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.
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52. An Experiential Approach to Organization Development 7th edition
Job Burnout
Emotional exhaustion and reduced accomplishment experienced by those who do “people work.”
Response to chronic emotional strain of dealing extensively with other human beings.
An Experiential Approach to Organization Development 7th edition

53. 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 7th edition

54. Stress Management Interventions (part 2 of 6)
Wellness Program
Helps employees to improve diet and exercise, sometimes providing company-built training facilities.
An Experiential Approach to Organization Development 7th edition

55. Stress Management Interventions (part 3 of 6)
Relaxation Techniques
Two commonly used techniques are biofeedback and meditation.
An Experiential Approach to Organization Development 7th edition

56. 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 7th edition

57. Stress Management Interventions (part 5 of 6)
Stress Management Training
Instruction in time management, goal setting, relaxation techniques, and conflict resolution.
An Experiential Approach to Organization Development 7th edition

58. 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 7th edition

59. OD in Practice: Health And Wellness at J&J (part 1 of 3)
Live for Life (LIF) is health promotion of J & J.
Total immersion approach that includes:
Fitness.
Smoking cessation.
Nutrition.
Weight control.
Stress management.
An Experiential Approach to Organization Development 7th edition

60. OD in Practice (part 2 of 3)
J&J altered work environment.
Programs fall into 4 broad areas:
Employee Assistance.  
Proactive Health Assessments.
Workplace Health.
Wellness and Fitness Services.
An Experiential Approach to Organization Development 7th edition

61. OD in Practice (part 3 of 3)
The results: lowered medical expenses and achieved improvements in health.
LIF program compatible with corporate credo.
Credo stresses honesty, integrity, and putting people before profits.
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62. An Experiential Approach to Organization Development 7th edition
Key Words and Concepts
Biofeedback - instruments record brain wave, heart, etc. which enable people to control nervous system reactions and stress.
Career life planning - matching career and life goals.
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63. An Experiential Approach to Organization Development 7th edition
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.
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64. An Experiential Approach to Organization Development 7th edition
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.
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65. An Experiential Approach to Organization Development 7th edition
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.
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66. An Experiential Approach to Organization Development 7th edition
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.
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67. An Experiential Approach to Organization Development 7th edition
Negative strokes - results in unexpected response with “You’re not OK” feeling
Positive strokes - provide expected response and reassure a person’s worth.
Psychological positions - feelings lead to positions toward oneself and others.
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Psychosocial system - includes relationships and behavioral patterns of members.
Stress - emotional strain affecting person’s physical and mental condition.
Stress management intervention - methods to help individual deal with stress.
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Stressors - events that create state of disequilibrium within individual.
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.
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70. An Experiential Approach to Organization Development 7th edition
Transactional analysis - relationship model for people to understand themselves better.
Ulterior transaction - involves 2 ego states in people sending messages which may have underlying meanings.
Wellness programs - stress reduction programs such as physical fitness and nutrition counseling.
An Experiential Approach to Organization Development 7th edition

71. Preparations for Next Chapter
Read Chapter 10.
Complete Steps 1 and 2 of OD Skills Simulation 10.1.
Complete Step 1 of OD Skills Simulation 10.2A before class but after finishing OD Skills Simulation 10.1.
An Experiential Approach to Organization Development 7th edition