1. Employee Empowerment and Interpersonal Interventions
Chapter 9
Employee Empowerment and Interpersonal Interventions
An Experiential Approach to Organization Development 8th edition
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2. 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
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3. 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.
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4. Empowering the Individual (part 2 of 2)
Helping organization members improve:
Communications.
Interpersonal skills.
Managerial performance.
An Experiential Approach to Organization Development 8th edition
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5. 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
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6. 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
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7. 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
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

8. 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
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

9. 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
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

10. 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
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11. 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
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12. 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
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

13. Figure 9.1 The Johari Window
An Experiential Approach to Organization Development 8th edition
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14. 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
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15. 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.
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16. 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
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17. 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
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

18. 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
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19. 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
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20. Figure 9.2 Ego States
An Experiential Approach to Organization Development 8th edition
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21. Figure 9.3 Ego States of an Organization
An Experiential Approach to Organization Development 8th edition
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22. 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
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23. Classification of Transactions
Complementary.
Crossed.
Ulterior.
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24. 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
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25. Figure 9.4 a Complementary Transaction
An Experiential Approach to Organization Development 8th edition
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26. 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
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27. Figure 9.4 b Crossed Transaction
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28. Ulterior Transaction Involves two ego states simultaneously:
Literal words of transaction means one thing.
Underlying intent means something entirely different.
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29. Figure 9.4 c Ulterior Transaction
An Experiential Approach to Organization Development 8th edition
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30. Strokes A stroke is any form of recognition.
Includes physical, verbal, and visual messages.
Strokes are conditional and unconditional.
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31. Conditional and Unconditional Strokes
Tied to some type of performance by receiver of stroke.
Unconditional strokes.
Given with no strings attached.
Both types of strokes are appropriate.
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32. 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.
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33. 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.
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34. 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
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35. 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
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36. 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
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37. 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
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38. 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
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39. 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
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

40. 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
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41. 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.
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42. Stress Requires Two Simultaneous Events
External event (stressor).
Emotional or physical reaction to the stressor such as:
Fear.
Anxiety.
Muscle tension.
Increased heart rate.
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43. 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
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44. 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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45. 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.
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46. 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.
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47. 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
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48. Stress Management Interventions (part 3 of 6)
Relaxation Techniques
Two commonly used techniques:
Biofeedback.
Meditation.
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49. 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
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

50. Stress Management Interventions (part 5 of 6)
Stress Management Training
Instruction in:
Time management.
Goal setting.
Relaxation techniques.
Conflict resolution.
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51. Stress Management Interventions (part 6 of 6)
Seminars on Job Burnout
Workshops to help employees understand nature and symptoms of job problems.
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52. 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
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53. Uses lattice system and no plants larger that 200 associates.
Leaders emerge rather than appointed.
Team does hiring for new employees.
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54. 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.
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55. Key Words and Concepts Biofeedback. Career life planning.
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
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56. 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
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

57. Disclosure. Ego states. Empowerment.
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
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

58. Fade out. Feedback. Job burnout.
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
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

59. Johari Window Model. Laboratory learning. Meditation.
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
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60. Psychological positions.
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.
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61. Stress management intervention. Stressors.
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.
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62. Stroking. Structural analysis. Transaction.
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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63. 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
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64. 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
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65. 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
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66. 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.
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67. 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.
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68. Preparations for Next Chapter (part 2 of 2)
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.
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69. An Experiential Approach to Organization Development 8th edition
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