Process Intervention Skills Chapter 7 Process Intervention Skills An Experiential Approach to Organization Development 7th edition

An Experiential Approach to Organization Development 7th edition Learning Objectives Understand key OD process skills and determine how they can be applied. Practice using OD process skills. Identify and gain insights into your own OD style. An Experiential Approach to Organization Development 7th edition

Walking the Front at Disney (part 1 of 2) “The actions of one leader, multiplied by thousands of leaders, can reshape a culture.” Judson Green, head of Walt Disney Attractions. Disney has one of the world’s most deeply rooted corporate cultures. An Experiential Approach to Organization Development 7th edition

Walking the Front at Disney (part 2 of 2) The leadership style at Disney is inclusive. Managers work frontline shifts during peak periods. Where guests’ satisfaction ratings are highest, cast members rate their leaders as outstanding. An Experiential Approach to Organization Development 7th edition

New Paradigm in Organizations Change occurring in leadership styles because of importance of teams. Organizations relying more on team approach. Managers will need new skills. Understanding group and team behavior is needed. An Experiential Approach to Organization Development 7th edition

Process Interventions (part 1 of 2) Process intervention is OD practitioner skill for helping work groups become more effective. Helps work group to understand way it operates. An Experiential Approach to Organization Development 7th edition

Process Interventions (part 2 of 2) The manager helps team learn to diagnose and solve their own problems. Team becomes more independent. An Experiential Approach to Organization Development 7th edition

An Experiential Approach to Organization Development 7th edition Group Process Process interventions concentrates on how groups and individuals within those groups behave. Process is the how of the group. Content is the what of the group. An Experiential Approach to Organization Development 7th edition

Five Areas Crucial to Effective Organization Performance Communication. Member roles & functions in groups. Group problem-solving & decision-making. Group norms & growth. Leadership & authority. An Experiential Approach to Organization Development 7th edition

Figure 7.1 Group Process Interventions An Experiential Approach to Organization Development 7th edition

An Experiential Approach to Organization Development 7th edition Communications Analyzing communications process within group. Observing length of time member talks, who talks to whom, and who interrupts whom. An Experiential Approach to Organization Development 7th edition

Member Roles and Functions Observing roles and functions of members. Roles divided into 3 categories: Group task. Group building and maintenance. Individual. An Experiential Approach to Organization Development 7th edition

Table 7.1 Group Behavior Interventions An Experiential Approach to Organization Development 7th edition

Problem Solving and Decision Making Helping group understand how it makes decisions. Group consensus is one all members share in making and will support. An Experiential Approach to Organization Development 7th edition

An Experiential Approach to Organization Development 7th edition Group Norms and Growth Assisting group in understanding its norms and how they affect decision making. Group will improve decision making as members grow. An Experiential Approach to Organization Development 7th edition

Leadership and Authority Group understands impact of leadership and authority. Roles of formal and informal leaders clarified. Leadership functions shared among group members. An Experiential Approach to Organization Development 7th edition

Our Changing World: Grassroots Leadership at Shell (part 1 of 3) Managing director Steve Miller tried to transform Shell but with little progress. Went directly to employees in field (coal-face). He brought change to lower levels and let it spread to managers above. An Experiential Approach to Organization Development 7th edition

Our Changing World (part 2 of 3) Leadership changes at Shell: Solutions to problems reside with people at coal face. Leader finds ways to empower frontline people and hold them accountable. An Experiential Approach to Organization Development 7th edition

Our Changing World (part 3 of 3) Approach to change: Brought in 6 to 8 member teams. Teaching method used was the fishbowl. One team in middle working on problem, another team observes. Observing team learns from another team’s performance. An Experiential Approach to Organization Development 7th edition

Types of Process Interventions Process interventions differ but never involve the group’s task. Concern is how group going about accomplishing its task. An Experiential Approach to Organization Development 7th edition

Process Interventions Include: Clarifying. Summarizing. Synthesizing. Generalizing. Probing. Questioning. Listening. Reflecting Feelings. Providing Support. Coaching. Counseling. Modeling. Setting the Agenda. Feedback. Structural Suggestions. An Experiential Approach to Organization Development 7th edition

Clarifying and Summarizing Purpose is to resolve misunderstandings. Provides a summary of major points. Helps the group to understand where it is. Example: “Mary, I seem to be hearing you say…. Is this correct?” An Experiential Approach to Organization Development 7th edition

Synthesizing and Generalizing Puts several points together in common theme. Takes ideas of one person and attaches them to group. Example: “Am I correct in assuming the rest of you share Irwin’s position?” An Experiential Approach to Organization Development 7th edition

Probing and Questioning Seeks more information and asks questions. Useful at beginning of discussion if members reaching hasty conclusions. Example: “Larisa, I’m not sure everyone understands your point. Could you explain it in more detail?” An Experiential Approach to Organization Development 7th edition

An Experiential Approach to Organization Development 7th edition Listening Communicates nonverbally that one is listening. Uses eye contact and body posture. Hears entire message including feelings. Examples: eye contact, nod of head, body posture. An Experiential Approach to Organization Development 7th edition

An Experiential Approach to Organization Development 7th edition Reflecting Feelings Communicates back to speaker feeling part of message. Listener practices empathy. Example: “Shannon, am I correct in assuming you have a problem with what Murphy has just reported?” An Experiential Approach to Organization Development 7th edition

Providing Support, Coaching, and Counseling Gives assistance to group or individual on behaviors to improve. Encourages members to talk and express ideas. Compliments group for productive meeting. An Experiential Approach to Organization Development 7th edition

An Experiential Approach to Organization Development 7th edition Modeling Learning to give process observations by observing someone else making process observations. Members encouraged to take role of providing process interventions. An Experiential Approach to Organization Development 7th edition

An Experiential Approach to Organization Development 7th edition Setting the Agenda Sets aside time to discuss process issues apart from content issues. May include how well members communicate with each other. An Experiential Approach to Organization Development 7th edition

Feeding Back Observations Provides feedback on group process. Limited to extent that group is able to accept feedback. An Experiential Approach to Organization Development 7th edition

Structural Suggestions Provides suggestions on group membership, communication patterns, allocation of work, and lines of authority. Manager avoids stepping in and taking over. An Experiential Approach to Organization Development 7th edition

Results of Process Interventions Little empirical evidence on success of process interventions. Some findings suggest positive effects on participants. Process interventions relied upon by OD practitioners and increasingly used by line managers in daily operations. An Experiential Approach to Organization Development 7th edition

OD in Practice: Shaking up HP (part 1 of 2) Discuss HP in light of new information. CEO Fiorina dismissed by HP’s board. Official reason was “strategic differences” with the board. What does B.W. and W.S.J. report? An Experiential Approach to Organization Development 7th edition

OD in Practice: Shaking up HP (part 2 of 2) Who is her replacement? Has new CEO been able to bring change to HP? What style of change does this new person brings to HP. What happened to Fiorina? An Experiential Approach to Organization Development 7th edition

An Experiential Approach to Organization Development 7th edition Key Words and Concepts Agenda setting interventions - sets aside time when process issues discussed. Empathy - listener tries to see world from speaker’s point of view. An Experiential Approach to Organization Development 7th edition

An Experiential Approach to Organization Development 7th edition Group building and maintenance functions - help group grow and improve members’ relationships. Group consensus - decision made by group that all members can support. Group content - task or what a group does. An Experiential Approach to Organization Development 7th edition

An Experiential Approach to Organization Development 7th edition Group process - how group goes about accomplishing task. Group task functions - behaviors that directly help the group solve its task. Individual functions - behaviors that satisfy individual needs and inconsequential to group’s task. An Experiential Approach to Organization Development 7th edition

An Experiential Approach to Organization Development 7th edition Member roles - functions that individual members play in a group. Norms - organized and shared ideas regarding what group members should do and feel. Process interventions - how the group is accomplishing its task. An Experiential Approach to Organization Development 7th edition

Preparations for Next Chapter Read Chapter 8. Read instructions for OD Skill Simulation 8.1 and complete Step 1. Read and prepare analysis for Case: The Farm Bank. An Experiential Approach to Organization Development 7th edition