Organization Process Approaches Chapter 13 Cummings & Worley

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

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

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

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

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

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

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

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

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