17-11-2012, 06:26 PM
INTERVENTIONS IN ORGANISATIONAL CHANGE
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INTRODUCTION
Tht: term intervention refers to all the planned programmatic activities aimed at
bringing changes in an organization. These changes are intended to ensure
improvement in the functioning of the organization-in its efficiency and
eff(:ctiveness. The changes are brought through the employees in the organization
while consultants facilitate the change process. Any OD intervention, therefore,
involves close interaction between the consultants and the client organization.
Intervention basically refers to an intended activity to bring change in the organization
ancl the consequent activities within the organization. In a general sense, intervention
refkrs to activities that happen in the organization's life.
Who makes the interventions? The intervention can be brought by an external
cor~sultanwt ho acts in consultation with the client members. A member within the
org,aniza.tion, acting as the in-house consultant can also make the intervention. The org,anization itself could plan the intervention without employing either an internal or external consultant. Where a consultant is employed, any intervention is a
collaborative activity between the client and the consultant.
FOCUS ON INTERVENTION
r Experience with Indian organizations indicates that the most frequently used
interventions are: person focused, role focused, action research based, process
feedback based and training based.
C Person Focused Intervention: These focus on individuals and can be classified in
different ways:
Who does the intervention?-Individuals themselves, a group or organization, or
facilitators.
The form of intervention-self-introspection and reflection, self-study, or a
consulta~lot r facilitator who provides feedback, coaching or does mentoring.
What is the theoretical basis or school ofthought? Depending upon one's
theoretical approach interventions could have basis in any ofthe following
approaches:-Psychoanalytical (Freud, Jung etc.) transactional analysis (Eric
Berne), Operant conditioning and behaviour modification, achievement
motivation (Skinner, Pavlov and McClelland), Sensitivity analysis or t-group
(Bion's work), field forces and group dynamics (Lewin), socio-psychological and
anthropological approach to role theory (Merton and Goffman)
The Family Group Team-Building Meeting
The family group team-building meeting has the purpose of examining its
performance, culture etE., to improve its performance and managing of the task
demands, internal relationships and group processes. The meeting is aimed at
developing appropriate strategies to improve its operations while minimizing the
dysfunctional behaviours.
Most often, a consultant may be employed with the knowledge and acceptance ofthe
group of the need for studying its activities and behaviour. The consultant talks to the
I. group leader and the members of the group to gauze what their problems are, how
i they think ofthe group functions, and what are the difficulties or hindrances affecting
the group's performance. The collected data is analyzed and presented to the group for
P further analysis. The group examines the information, prioritizes the problems, works
on solutions and prepares an action plan for improving the group performance.