1. Organization Process Approaches
Chapter 13
Cummings & Worley

2. Organization Change Approaches Method
Strategic
Issues
Technology
& Structure
Issues
Target of
Change
Human
Resource
Issues
Individual,
Interpersonal
& Group
Approaches
Organization
Confrontation
Meeting
Human
Process
Issues
Intergroup
Conflict
Resolution
Intergroup Conflict
Intervention
Organization
Approaches
Microcosm
Groups
Large-group
Intervention

3. Cummings & Worley, 8e (c)2005 Thomson/South-Western
Learning Objectives
To understand three types of system-wide, human process interventions: the organization confrontation meeting, intergroup relations interventions, and large-group interventions
To review and understand the effectiveness of these interventions in producing change
Cummings & Worley, 8e (c)2005 Thomson/South-Western
13-3

4. Characteristics of Organization Intervention Approaches
Organization Confrontation Meeting
Intergroup Conflict Interventions
Large-Group
Interventions
Microcosm Groups
Intergroup Conflict Resolution
Condition: when organization is in stress & there is a gap between the top & the rest of organization
Method: the entire organization to identify problem, set priorities & action targets & begin working on identified problem, often combined with other approaches, such as survey feedback
Result: positive/impressive in mobilizing organization problem identification and solution using total resources of organization  little systematic study to proof result
Condition: when there is diversity problems/ particular issues, such as communication or race-relations
Method: assigning small number of individuals to create programs & processes targeted at specific issues, work through “parallel processes”
Result: better ways of communication, such as in meetings, employee orientations. And better perceptions on race-relations issues
Condition: dysfunctional conflicts between groups or departments
Method: external consultant and the two conflict groups work together
Result: attitudinal change the perceptions that each group have on each other
Condition: solving particular organization problems to envisioning future strategic directions and focusing on the organization’s potential rather than its problems,
Method: bringing together of large numbers of organization members and other stakeholders into outside meeting or conference. Two types of large-group meeting: Open-System Methods and Open-Space Methods
Result: New approach design to structuring and managing the firm

5. Case Study: Improving Relationships in Johnson & Johnson’s Drug Evaluation Department
J & J VISION
Goal:
Rapidly generate data that allows J&J to make the best investment
decisions about drug portfolio
The bridge between discovery of new compounds and full development
of a new drug
R&D
Robert Wood Johnson
New Jersey
Drug Evaluation
(DE)
Organization
R&D
Jansen Research
Foundation
Belgium
Chemical
Pharmaceuticals
Clinical
Drug
Evaluation
Clinical
Operations
Portfolio Planning
&
Resource Mgmt
PPRM

6. ORGANIZATION PROCESS INTERVENTION – RESOLVING INTERGROUP CONFLICT
Case Study: Improving Relationships in Johnson & Johnson’s Drug Evaluation Department
Current Situation
Intended Situation
Financial
Customer
Limited selection of J&J new product
IBP
Less drug portfolio – ineffective product development (less cohesion between PPRM & CDE)
Financial
Growing market share
Customer
Increasing selection of J&J products
IBP
Good performance of drug portfolio – effective product development
L&G
Lack of agreement between project champions of PPRM & clinical specialist of CDE
L&G
Agreement between project champions of PPRM & clinical specialist of CDE – Improved Relations
ORGANIZATION PROCESS INTERVENTION – RESOLVING INTERGROUP CONFLICT

7. Resolving Intergroup Conflict Using General Model of Planned Change – J&J Case
Entering & Contracting
Groups and consultant convene to address issues
Seven different themes emerged from the data, no single issue dominated
Conduct 3-day offsite meeting involving PPRM & CDE members to work through the data and concerns

8. Resolving Intergroup Conflict Using General Model of Planned Change – J&J Case
Diagnosing
Groups are asked to address three questions
What do we want from you?
What don’t we want from you?
What do we offer/give you?
What we don’t over/give you?
Groups discussion over the above questions – perceptions were shared, discussed and resolved
Typical responses : we want your expertise; we want everyone to be a part of the team; we want input, support and agreement, adequate time, and frequent interaction
The group did not want surprise decisions, delayed or filtered information, and responsibility for another’s job

9. Resolving Intergroup Conflict Using General Model of Planned Change – J&J Case
Planning and Implementing Change
Large group discussion to discuss key issue facilitated by OD practitioner
To resolve the decision-making process
Groups work to develop action plans on key areas
Understanding the background that were contributing to the strained decision-making process
Agree on a variety of important roles and responsibilities

10. Resolving Intergroup Conflict Using General Model of Planned Change – J&J Case
Evaluating & Institutionalizing Change
The two groups reported improved relations and increased trust
Positive, cooperative attitudes