1. OD Presentation Understanding OD Interventions
Submitted to luminary guide:
Ms. Debahooti Basu
Submitted by:
Ms. Rekha Sargara

2. Understanding OD Interventions: Team Interventions, Intergroup andThird-Party Peacemaking Interventions

3. Organization development (OD) is defined as a planned, top-down, organization-wide effort to increase the organization's effectiveness and health. OD is a particular kind of change process designed to bring about a particular kind of end result. OD can involve interventions in the organization's "processes," using behavioural science knowledge as well as organizational reflection, system improvement, planning, and self-analysis.

4. "Interventions" are principal learning processes in the "action" stage of organization development. Interventions are structured activities used individually or in combination by the members of a client system to improve their social or task performance. They may be introduced by a change agent as part of an improvement program, or they may be used by the client following a program to check on the state of the organization's health, or to effect necessary changes in its own behavior.

5. The OD practitioner (consultant) adds value in many ways
The OD practitioner (consultant) adds value in many ways. 4 sets of attributes are brought to the organizational context: i) a set of values; ii) a set of assumptions about people, organizations and interpersonal relationships; iii) a set of goals for the practitioner, the organization and its members; and iv) a set of structured activities that are the means of achieving the values, assumptions and goals.

6. Types of OD Interventions
Diagnostic Activities
Team- Building activities
Intergroup activities
Survey Feedback Activities
Education and Training Activities
Technostructural and Structural Activities
Process Consultation Activities
Grid Organization Activities
Third Party Peacemaking Activities
Coaching and Counseling Activities
Life and Career Planning Activities
Planning and Goal- Setting Activities
Strategic Management Activities
Organizational Transformation Activities

7. Target Groups Individuals Dyads/Triads Teams and Groups
Intergroup Relations
Total organization

8. Team Interventions Distinction between Groups and Teams
A work group is a number of persons, usually reporting to a common superiors and having some face-to-face interaction, who have some degree of interdependence in carrying out tasks for the purpose of achieving organizational goals.
A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.
A team is a form of group, but has some characteristics in greater degree than ordinary groups, including a higher commitment to common goals and a higher degree of interdependency and interaction.

9. Types of Teams Cross- Functional Teams Effective teams
High- Performance Team

10. Broad Team Building Interventions
Interventions focus on:
Formal Groups (Intact work teams)
Special Groups (Startup teams, special project teams, cross-functional teams, parallel learning structures etc)
Team-building interventions are typically directed towards four main areas-
Diagnosis
Task accomplishments
Team relationships
Team and Organization processes

11. Techniques and exercises used in Team Building
Gestalt Approach to Team-building
Role Analysis Technique (RAT)
Role Negotiation Technique (Roger Harrison)
Responsibility Charting (Beckhard & Harris)
Visioning (Ronald Lippitt)
Force- Field Analysis (Kurt Lewin, 1947)

12. Techniques and exercises used in Team Building
Gestalt Approach to Team-building
A form of team building that focuses more on the individual than the group (Stanley.M. Herman)
Based on the premise that persons function as whole, total organisms and each person possesses positive and negative characteristics that must be “owned up to” and permitted expression.
Goals of Gestalt therapy are : awareness, integration, maturation, authenticity, self – regulation and behavior change.
The primary thrust is to make the individual stronger, more authentic, and more in touch with the individual's own feelings.

13. Techniques and exercises used in Team Building
Role Analysis Technique (RAT)
Designed to clarify role expectations and obligations of team members to improve team effectiveness.
Steps involved in RAT:
Analysis of the focal role initiated by focal role individual.
Examination of focal role incumbent’s expectation of others.
Explicating others’ expectations and desired behaviors of the focal role
Focal Role person assumes responsibility for making a written summary of the role as it has been defined ( Role Profile)

14. Techniques and exercises used in Team Building
Role Negotiation Technique (Roger Harrison)
Role negotiation technique intervenes directly in the relationships of power, authority and influence within the group.
Steps involved in this technique-
Contract setting-Consultant sets the climate and establishes the ground rules.
Issue diagnosis- Individuals think about how their own effectiveness can be improved if others change their work behaviors.
Influence trade- Negotiation period in which two individuals discuss the most important behavior changes they want from the other and the changes they are willing to make themselves.

15. Techniques and exercises used in Team Building
Responsibility Charting (Beckhard & Harris)
is a technique for improving team functioning
Responsibility Charting helps to clarify who is responsible for what on various decisions and actions.
“Who is to do what, with what kind of involvement by others?”
The process assigns a behavior to each of the actors opposite each of the issues.
Four classes of behavior-
Responsibility to initiate action
Approval required, or the right to veto
Support of resources
Inform

16. Techniques and exercises used in Team Building
Ronald Lippitt
Visioning is a term used for an intervention in which group members in one or more organizational groups develop and/or describes their vision of what they want the organization to be like in the future.
The time frame may be anywhere from six months to five years in the future.
Various forms of visioning, or the use of mental imagery or the development of cognitive maps, are extensively used in strategic planning and in future search conferences.

17. Techniques and exercises used in Team Building
Force- Field Analysis (Kurt Lewin, 1947)
Involves the following steps-
Decide upon a problematic situation you are interested in improving.
Carefully and completely describe the desired condition.
Identify the forces and factors operating in the current force field (Pushing towards desired condition and pushing away from desired condition)
Examine the forces
Execute strategies for moving the equilibrium from the current condition to the desired condition (By adding more driving forces, removing restraining forces or both)
Implement action plans that should cause the desired condition to be realized.
Describe what actions must be taken to stabilize the equilibrium at the desired condition and implement those actions.

18. Intergroup and Third- Party Peacemaking Interventions
A set of activities developed by Blake, Shepherd and Mouton to Intergroup team- building inteterventions
Walton’s approach and A two- Person conflict management design to Third- Party Peacemaking

19. Thank you!