Organization Development and Change

1. Organization Development and Change Chapter Nine: Designing Interventions Thomas G. Cummings Christopher G. Worley

2. Learning Objectivesfor Chapter Nine • To discuss criteria for effective interventions • To discuss issues, considerations, constraints, ingredients, and processes associated with intervention design • To give an overview of the various interventions used in the book

3. Definition of Interventions An intervention is a set of sequenced and planned actions or events intended to help the organization increase its effectiveness. Interventions purposely disrupt the status quo.

4. Characteristics of Effective Interventions • Is it relevant to the needs of the organization? • Valid information- accurate diagnosis • Free and Informed Choice- members are actively involved in making decisions • Internal Commitment- members accept ownership of the intervention

5. Characteristics of Effective Interventions 2. Is it based on causal knowledge of intended outcomes? • Based on valid knowledge that those outcomes actually can be produced. • Knowledge of intervention effects in in developmental stage • Few research focus on the examination of the comparative effects of different OD techniques. • More attempt to assess the strengths and weaknesses of OD interventions.

6. Characteristics of Effective Interventions 3. Does it transfer competence to manage change to organization members? • The extent to which it enhances the organization’s capacity to manage change. • Organization members should be better able to carry out planned change activities on their own.

7. The Design of Effective Interventions • Contingencies Related to the Change Situation 環境中可能會影響intervention成功之因素 例: • individual difference (need for autonomy) • Organizational factors (management style) • dimensions of the change process itself (need top management support or not)

8. The Design of Effective Interventions • Contingencies Related to the Change Situation 環境中可能會影響intervention成功之因素 • Readiness for Change • Capability to Change • Cultural Context • Capabilities of the Change Agent

9. The Design of Effective Interventions • Contingencies Related to the Target of Change 變革本身可能會影響intervention成功之因素 Two key contingencies related to change targets that can affect intervention success • Organizational issues that the intervention is intended to resolve. • Organizational level of organizational system at which the intervention is expected to have a primary impact.

10. The Design of Effective Interventions • Contingencies Related to the Target of Change • Organizational issues • Strategic Issues • Technology and structure issues • Human resources issues • Human process issues • See Fig. 9.1

11. The Design of Effective Interventions • Contingencies Related to the Target of Change • Organizational Level • Individual • Group • Organization • Transorganization • See Table 9.1

12. Intervention Overview • Human Process Interventions • Technostructural Interventions • Human Resources Management Interventions • Strategic Interventions

13. Human Process Interventions • Coaching • Training and Development • Process Consultation and Team Building • Third-party Interventions (Conflict Resolution) • Organization Confrontation Meeting • Intergroup Relationships • Large-group Interventions

14. Technostructural Interventions • Structural Design • Downsizing • Reengineering • Employee Involvement • Work Design

15. Human Resources Management Interventions • Goal Setting • Performance Appraisal • Reward Systems • Career Planning and Development • Managing Work Force Diversity • Employee Stress and Wellness

16. Strategic Interventions • Integrated Strategic Change • Mergers and Acquisitions • Alliances and Networks • Culture Change • Self-designing Organizations • Organization Learning and Knowledge Management