hi to all, can u plz tell me in detail about what are the OD Interventions? dips
From India, Delhi
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12From India, Delhi
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Hi Deepali,
O.D INTERVENTIONS was one of the most difficult chapters in my H.R textbook. I struggled to understand it. The best part was I was asked to give a presentation on one of the interventions. Sadly, my peers asked so many doubts during the presentation that I got 3/10 in the presentations. Till now, I am not able to figure out what that is. Maybe because I was following a foreign author. I thank you for starting this thread. Now I will try to understand that and come back to you.
Regards,
Scare_crow alias (VISHAL)
From India, Mumbai
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O.D INTERVENTIONS was one of the most difficult chapters in my H.R textbook. I struggled to understand it. The best part was I was asked to give a presentation on one of the interventions. Sadly, my peers asked so many doubts during the presentation that I got 3/10 in the presentations. Till now, I am not able to figure out what that is. Maybe because I was following a foreign author. I thank you for starting this thread. Now I will try to understand that and come back to you.
Regards,
Scare_crow alias (VISHAL)
From India, Mumbai
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hi vishal, do u like a crow? y nt scare_peacock!!!! dun mind juss kiddin. well les c if we cud know abt. m really confused abt ds topic dips
From India, Delhi
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From India, Delhi
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Hi Deepali,
I have renamed myself because my boss is using the same site as a guest, and I don't want him to see me online 24/7. With regards to scare_peacock, peacocks are beautiful birds, and nobody would be scared of them. On top of that, they are the national bird. I didn't want to start a national controversy; you never know about Maneka Gandhi—she might get me arrested for showing the peacock in a bad light. So, I thought scarecrow sounds a little better and scary, and my boss would never open the blog of something like scarecrow; after all, he's a mature man. What say??? On a serious note, I'm trying to understand what exactly O.D. is.
Regards,
scarecrow
From India, Mumbai
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I have renamed myself because my boss is using the same site as a guest, and I don't want him to see me online 24/7. With regards to scare_peacock, peacocks are beautiful birds, and nobody would be scared of them. On top of that, they are the national bird. I didn't want to start a national controversy; you never know about Maneka Gandhi—she might get me arrested for showing the peacock in a bad light. So, I thought scarecrow sounds a little better and scary, and my boss would never open the blog of something like scarecrow; after all, he's a mature man. What say??? On a serious note, I'm trying to understand what exactly O.D. is.
Regards,
scarecrow
From India, Mumbai
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hi try reachin out to ajmal dude...hez the god of knowledge :lol: :lol: here... ajmal help her out... regards scare_crow
From India, Mumbai
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From India, Mumbai
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Hi Deepali,
An 'intervention' is 'interference so as to modify a process or situation'. So, what that would in effect mean is the application of a method to impact a given situation or problem.
When we use this in terms of Organization Development, we are using different methodologies to achieve a desired result that would not happen under normal or given circumstances. For example, in teamwork, we would need an intervention to help build teamwork where it is lacking. This intervention could be a team-building game, a self-realization exercise, a management lecture, or even a mix of all of them.
Hope this helps.
Regards,
Vivek.
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An 'intervention' is 'interference so as to modify a process or situation'. So, what that would in effect mean is the application of a method to impact a given situation or problem.
When we use this in terms of Organization Development, we are using different methodologies to achieve a desired result that would not happen under normal or given circumstances. For example, in teamwork, we would need an intervention to help build teamwork where it is lacking. This intervention could be a team-building game, a self-realization exercise, a management lecture, or even a mix of all of them.
Hope this helps.
Regards,
Vivek.
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Hi Deepali,
OD intervention is the group of training programs or any other programs you conduct to achieve a desired change in the organization. Whatever the change target you are aiming for, make sure to focus on it.
From India, Vadodara
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OD intervention is the group of training programs or any other programs you conduct to achieve a desired change in the organization. Whatever the change target you are aiming for, make sure to focus on it.
From India, Vadodara
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HUMAN RESOURCE INTERVENTIONS
Organisations don't perform; people do.
Yet traditional strategy development processes tend to concentrate most on the "hard", or measurable, issues such as profitability and market share. The people dimension is often overlooked or given little attention.
It can facilitate the implementation of an effective business or marketing strategy ensuring the commitment, participation and ‘buy in’ of everyone in the organisation. Such change can be a challenge for employees at all levels.
It is useful on projects such as
* organisational change - working with management teams to set a new direction, bring about culture change and introduce new working practices
* leadership development - helping leaders to understand the impact of their behaviours and preparing them to promote constructive change
* teambuilding - providing insight into team dynamics, individuals' personal needs and preferred behaviours to achieve more effective teamworking
* developing strategic HR plans - working with teams to develop plans and gain commitment to their implementation
The benefits of a measured and carefully planned Human Resources strategy include:
* a better motivated and more committed workforce
* alignment of human resource policies with organisational goals
* greater customer awareness and focus
* increased internal trust and more effective communications
* development and retention of key employees
Tools used for human resource interventions include:
* Organizational Culture Inventory™
* Organizational Effectiveness Inventory™
* Leadership Impact®
* Life Styles Inventory™
* Group Styles Inventory™
* FIRO-B
* Myers-Briggs Type Indicator (MBTI)
* Strategic Alignment.
__________________________________________________ __________
OD INTERVENTIONS
Here is a brief catalog of interventions that OD practitioners choose from in partnering with organizational leaders to create "planned change."
Applying criteria to goals
Here the leadership establishes objective criteria for the outputs of the organization's goal-setting processes. Then they hold people accountable not only for stating goals against those criteria but also for producing the desired results.
Establishing inter-unit task forces
These groups can cross both functional parts of the organization (the "silos") as well as employee levels. They are ideally accountable to one person and are appropriately rewarded for completing their assigned task effectively. Then they disband.
Experimentation with alternative arrangements
Today organizations are subject to "management by best-seller." The OD practitioner attempts to get leaders to look for changes that may take 3-5 years to work through. The meta-goal in these interventions is to create what is being called a "learning organization," one that performs experiments on organizational structure and processes, analyzes the results, and builds on them.
Identifying "key communicators"
The OD professional here carefully determines who seems to be "in the know" within the organization. These people often do not know that they are, in fact, key communicators. This collection of individuals are then fed honest information during critical times, one-on-one and confidentially.
Identifying "fireable offenses"
This intervention deepens the understanding of and commitment to the stated values of the organization. The OD professional facilitates the work of the organization's leaders to answer the critical question, "If we're serious about these values, then what might an employee do that would be so affrontive to them that he/she would be fired?"
In-visioning
This is actually a set of interventions that leaders plan with OD's help in order to "acculturate" everyone in the organization into an agreed-upon vision, mission, purpose, and values. The interventions might include training, goal setting, organizational survey-feedback, communications planning, etc.
Team Building
This intervention can take many forms. The most common is interviews and other prework, followed by a one- to three-day offsite session. During the meeting the group diagnoses its function as a unit and plans improvements in its operating procedures See J. E. Jones & W. L. Bearley, TEAMBOOK, published by HRDQ, for a catalog of team-building interventions.
Intergroup Problem Solving
This intervention usually involves working with the two groups separately before bringing them together. They establish common goals and negotiate changes in how the groups interface. [See J. E. Jones & W. L. Bearley, Intergroup Diagnostic Survey, published by HRDQ, for a catalog of intergroup interventions.
Management/leadership training
Many OD professionals come from a training background. They understand that organizations cannot succeed long term without well-trained leaders. The OD contribution there can be to ensure that the development curriculum emphasizes practical, current situations that need attention within the organization and to monitor the degree to which training delivery is sufficiently participative as to promise adequate transfer of learnings to the job.
Setting up measurement systems
The total-quality movement emphasizes that all work is a part of a process and that measurement is essential for process improvement. The OD professional is equipped with tools and techniques to assist leaders and others to create measurement methods and systems to monitor key success indicators.
Studies of structural causes
"Root-cause analysis" is a time-honored quality-improvement tool, and OD practitioners often use it to assist organizational clients to learn how to get down to the basis causes of problems.
Survey-feedback
This technology is probably the most powerful way that OD professionals involve very large numbers of people in diagnosing situations that need attention within the organization and to plan and implement improvements. The general method requires developing reliable, valid questionnaires, collecting data from all personnel, analyzing it for trends, and feeding the results back to everyone for action planning.
"Walk-the-talk" assessment
Most organizations have at least some leaders who "say one thing and do another." This intervention, which can be highly threatening, concentrates on measuring the extent to which the people within the organization are behaving with integrity.
This catalog is, of course, not exhaustive. It only covers the most common OD interventions. Every practitioner augments this list with both specially designed interventions that meet the precise needs of clients and with other, more complex interventions such as large-group sessions, and other popular programs. It is important, however, that all OD professionals be completely grounded in these basic interventions.
source: http://improve.org <link updated to site home> & http://novaconnection.com <link updated to site home>
From India, Ahmadabad
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Organisations don't perform; people do.
Yet traditional strategy development processes tend to concentrate most on the "hard", or measurable, issues such as profitability and market share. The people dimension is often overlooked or given little attention.
It can facilitate the implementation of an effective business or marketing strategy ensuring the commitment, participation and ‘buy in’ of everyone in the organisation. Such change can be a challenge for employees at all levels.
It is useful on projects such as
* organisational change - working with management teams to set a new direction, bring about culture change and introduce new working practices
* leadership development - helping leaders to understand the impact of their behaviours and preparing them to promote constructive change
* teambuilding - providing insight into team dynamics, individuals' personal needs and preferred behaviours to achieve more effective teamworking
* developing strategic HR plans - working with teams to develop plans and gain commitment to their implementation
The benefits of a measured and carefully planned Human Resources strategy include:
* a better motivated and more committed workforce
* alignment of human resource policies with organisational goals
* greater customer awareness and focus
* increased internal trust and more effective communications
* development and retention of key employees
Tools used for human resource interventions include:
* Organizational Culture Inventory™
* Organizational Effectiveness Inventory™
* Leadership Impact®
* Life Styles Inventory™
* Group Styles Inventory™
* FIRO-B
* Myers-Briggs Type Indicator (MBTI)
* Strategic Alignment.
__________________________________________________ __________
OD INTERVENTIONS
Here is a brief catalog of interventions that OD practitioners choose from in partnering with organizational leaders to create "planned change."
Applying criteria to goals
Here the leadership establishes objective criteria for the outputs of the organization's goal-setting processes. Then they hold people accountable not only for stating goals against those criteria but also for producing the desired results.
Establishing inter-unit task forces
These groups can cross both functional parts of the organization (the "silos") as well as employee levels. They are ideally accountable to one person and are appropriately rewarded for completing their assigned task effectively. Then they disband.
Experimentation with alternative arrangements
Today organizations are subject to "management by best-seller." The OD practitioner attempts to get leaders to look for changes that may take 3-5 years to work through. The meta-goal in these interventions is to create what is being called a "learning organization," one that performs experiments on organizational structure and processes, analyzes the results, and builds on them.
Identifying "key communicators"
The OD professional here carefully determines who seems to be "in the know" within the organization. These people often do not know that they are, in fact, key communicators. This collection of individuals are then fed honest information during critical times, one-on-one and confidentially.
Identifying "fireable offenses"
This intervention deepens the understanding of and commitment to the stated values of the organization. The OD professional facilitates the work of the organization's leaders to answer the critical question, "If we're serious about these values, then what might an employee do that would be so affrontive to them that he/she would be fired?"
In-visioning
This is actually a set of interventions that leaders plan with OD's help in order to "acculturate" everyone in the organization into an agreed-upon vision, mission, purpose, and values. The interventions might include training, goal setting, organizational survey-feedback, communications planning, etc.
Team Building
This intervention can take many forms. The most common is interviews and other prework, followed by a one- to three-day offsite session. During the meeting the group diagnoses its function as a unit and plans improvements in its operating procedures See J. E. Jones & W. L. Bearley, TEAMBOOK, published by HRDQ, for a catalog of team-building interventions.
Intergroup Problem Solving
This intervention usually involves working with the two groups separately before bringing them together. They establish common goals and negotiate changes in how the groups interface. [See J. E. Jones & W. L. Bearley, Intergroup Diagnostic Survey, published by HRDQ, for a catalog of intergroup interventions.
Management/leadership training
Many OD professionals come from a training background. They understand that organizations cannot succeed long term without well-trained leaders. The OD contribution there can be to ensure that the development curriculum emphasizes practical, current situations that need attention within the organization and to monitor the degree to which training delivery is sufficiently participative as to promise adequate transfer of learnings to the job.
Setting up measurement systems
The total-quality movement emphasizes that all work is a part of a process and that measurement is essential for process improvement. The OD professional is equipped with tools and techniques to assist leaders and others to create measurement methods and systems to monitor key success indicators.
Studies of structural causes
"Root-cause analysis" is a time-honored quality-improvement tool, and OD practitioners often use it to assist organizational clients to learn how to get down to the basis causes of problems.
Survey-feedback
This technology is probably the most powerful way that OD professionals involve very large numbers of people in diagnosing situations that need attention within the organization and to plan and implement improvements. The general method requires developing reliable, valid questionnaires, collecting data from all personnel, analyzing it for trends, and feeding the results back to everyone for action planning.
"Walk-the-talk" assessment
Most organizations have at least some leaders who "say one thing and do another." This intervention, which can be highly threatening, concentrates on measuring the extent to which the people within the organization are behaving with integrity.
This catalog is, of course, not exhaustive. It only covers the most common OD interventions. Every practitioner augments this list with both specially designed interventions that meet the precise needs of clients and with other, more complex interventions such as large-group sessions, and other popular programs. It is important, however, that all OD professionals be completely grounded in these basic interventions.
source: http://improve.org <link updated to site home> & http://novaconnection.com <link updated to site home>
From India, Ahmadabad
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hi ajmal, thanx 4 d info, rite now busy so will lgo thru it 2moro. N yes u r simply NETGENIUS> dips
From India, Delhi
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From India, Delhi
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Organizational development can cover a whole range of issues. There is a very close link between OD and HR interventions. Check out Google. This site [link no longer exists - removed] identifies the following as OD issues: skills and competencies, improving employee communication, teamworking, flexible ways of working, and value management.
From Australia, Ballarat
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From Australia, Ballarat
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Deepali, OD Interventions are about getting new innovations at your workplace from an HR Perspective. These could include introuduction of new policies, practices, retention schemes etc. abdul
From United Kingdom, London
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From United Kingdom, London
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Hi Deepali, Please find attached some text material on OD interventions. Hope this helps. G.Ramesh
From India, Madras
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From India, Madras
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Thank you, Deepali, for the topic. And thank you, Ajmal, for the excellent explanation. Why don't we discuss each of them individually? Ajmal, can you list down all the OD techniques? HR Professionals, could you please explain if you have used them in your organization and if they have been effective? Have any of the techniques been customized? If so, how and why?
-----
Sree
From India, New Delhi
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Sree
From India, New Delhi
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Hi Anu, Please find some OD intervention techniques for your project. G. Ramesh
From India, Madras
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From India, Madras
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Hi Deepali,
There are two books that I recommend which delve into the intricacies of OD interventions. Book one - "Organizational Development and Change" by Cummins & Worly and Book two - "Organization Development" (I think that's the title) by French & Bell. Anyways, four types of interventions are generally referred to: Human Process, HRM, Strategic, and Techno-Structural Interventions.
I hope this is helpful to you.
Jayendra
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There are two books that I recommend which delve into the intricacies of OD interventions. Book one - "Organizational Development and Change" by Cummins & Worly and Book two - "Organization Development" (I think that's the title) by French & Bell. Anyways, four types of interventions are generally referred to: Human Process, HRM, Strategic, and Techno-Structural Interventions.
I hope this is helpful to you.
Jayendra
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Hi Vishal (scare_Crow),
I read your views on this site, and I find you an interesting personality with a good sense of humor and an active presence. Are you an HR person? I mean, are you in an HR job? I am an HR professional and enjoy visiting this site to study and engage with the members here. I like talking to people within this community. Bye, and enjoy life to the fullest.
Cherry
From India, Delhi
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I read your views on this site, and I find you an interesting personality with a good sense of humor and an active presence. Are you an HR person? I mean, are you in an HR job? I am an HR professional and enjoy visiting this site to study and engage with the members here. I like talking to people within this community. Bye, and enjoy life to the fullest.
Cherry
From India, Delhi
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OD INTERVENTIONS
What is an OD Intervention?
The term Intervention refers to a set of sequenced,planned actions or events intended to
help an organization to increase its effectiveness.Interventions purposely disrupt the
status quo;they are deliberate attempts to change an organization or sub-unit toward a
different and more e ective state.
Criteria for Effective Interventions
In OD three major criteria define the ef ectiveness of an intervention:
1.The Extent to Which it (the Intervention)fits the needs of the organization.
This criterion concerns the extent to which the intervention is relevant to the organization
and its members.Ef ective interventions are based on valid information about the
organization ’s functioning;they provide organization members with opportunities to
make free and informed choices;and they gain members ’ internal commitment to those
choices.
Valid information is the result of an accurate diagnosis of the organization ’s functioning.
It must reflect fairly what organization members perceive and feel about their primary
concerns and issues.Free and informed choice suggests that members are actively
involved in making decisions about changes that will affect them.It also means that
interventions will not be imposed on them.Internal commitment means that organization
members accept ownership of the intervention and take responsibility for implementing
it.I interventions are to result in meaningful changes,management,staff,and other
relevant members must be committed to carrying them out.
2.The degree to which it is based on causal knowledge of intended outcomes
Because interventions are intended to produce specific results,they must be based on
valid knowledge that those outcomes actually can be produced.Otherwise,there is no
scientific basis for designing an e ective OD intervention.Unlike other exact sciences
(like medicine or engineering)knowledge of the effect of OD interventions is in a
rudimentary stage of development.Moreover,few attempts have been made to examine
the comparative ef ects o different OD techniques.All of these factors make it difficult
to know whether one method is more effective than another.
Despite these difficulties,attempts are being made to evaluate di erent OD intervention
methods,so that we can gain the ability to predict outcomes of various interventions and
thus be able to use the most appropriate interventions for specific problems.
1
From India, Mumbai
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What is an OD Intervention?
The term Intervention refers to a set of sequenced,planned actions or events intended to
help an organization to increase its effectiveness.Interventions purposely disrupt the
status quo;they are deliberate attempts to change an organization or sub-unit toward a
different and more e ective state.
Criteria for Effective Interventions
In OD three major criteria define the ef ectiveness of an intervention:
1.The Extent to Which it (the Intervention)fits the needs of the organization.
This criterion concerns the extent to which the intervention is relevant to the organization
and its members.Ef ective interventions are based on valid information about the
organization ’s functioning;they provide organization members with opportunities to
make free and informed choices;and they gain members ’ internal commitment to those
choices.
Valid information is the result of an accurate diagnosis of the organization ’s functioning.
It must reflect fairly what organization members perceive and feel about their primary
concerns and issues.Free and informed choice suggests that members are actively
involved in making decisions about changes that will affect them.It also means that
interventions will not be imposed on them.Internal commitment means that organization
members accept ownership of the intervention and take responsibility for implementing
it.I interventions are to result in meaningful changes,management,staff,and other
relevant members must be committed to carrying them out.
2.The degree to which it is based on causal knowledge of intended outcomes
Because interventions are intended to produce specific results,they must be based on
valid knowledge that those outcomes actually can be produced.Otherwise,there is no
scientific basis for designing an e ective OD intervention.Unlike other exact sciences
(like medicine or engineering)knowledge of the effect of OD interventions is in a
rudimentary stage of development.Moreover,few attempts have been made to examine
the comparative ef ects o different OD techniques.All of these factors make it difficult
to know whether one method is more effective than another.
Despite these difficulties,attempts are being made to evaluate di erent OD intervention
methods,so that we can gain the ability to predict outcomes of various interventions and
thus be able to use the most appropriate interventions for specific problems.
1
From India, Mumbai
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Dear All,
Organizational development (OD) is an application of behavioral science to organizational change. It encompasses a wide array of theories, processes, and activities, all of which are oriented toward the goal of improving individual organizations.
OD efforts basically entail two groups of activities: "action research" and "interventions."
"Action research is a process of systematically collecting data on a specific organization, feeding it back for action planning, and evaluating results by collecting and reflecting on more data.
OD interventions are plans or programs comprised of specific activities designed to effect change in some facet of an organization. Numerous interventions have been developed over the years to address different problems or create various results.
However, they are all geared toward the goal of improving the entire organization through change. In general, organizations that wish to achieve a high degree of organizational change will employ a full range of interventions, including those designed to transform individual and group behavior and attitudes.
You have interpersonal, group, intergroup, structural, and comprehensive interventions.
Regards,
Dr. Prageetha
From India, Warangal
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Organizational development (OD) is an application of behavioral science to organizational change. It encompasses a wide array of theories, processes, and activities, all of which are oriented toward the goal of improving individual organizations.
OD efforts basically entail two groups of activities: "action research" and "interventions."
"Action research is a process of systematically collecting data on a specific organization, feeding it back for action planning, and evaluating results by collecting and reflecting on more data.
OD interventions are plans or programs comprised of specific activities designed to effect change in some facet of an organization. Numerous interventions have been developed over the years to address different problems or create various results.
However, they are all geared toward the goal of improving the entire organization through change. In general, organizations that wish to achieve a high degree of organizational change will employ a full range of interventions, including those designed to transform individual and group behavior and attitudes.
You have interpersonal, group, intergroup, structural, and comprehensive interventions.
Regards,
Dr. Prageetha
From India, Warangal
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Ajmal, Thanks for sharing the valuable information. Would like to have your valuable input on how to do diagnosis of OD intervention. Is there any methods or tools for doing so.
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Hi,
Organization Development (OD) interventions, or ODI, are sets of activities in which organizational units such as individuals, groups, or even third parties undertake specific tasks with the aim of organizational improvement and individual development. These activities are structured and carried out in organizations primarily to enhance their culture and/or climate.
The choice of a particular intervention depends on the focus group, whether it be individuals, teams, or the organization as a whole. Examples of different forms of ODIs include Career Planning, Coaching, Sensitivity Training, MBO, Team MBO, TQM, QWL programs, and cultural analysis.
For a more in-depth study, you can refer to the book titled "Organization Development" by Wendell L. French, Cecil H. Bell, Jr., and Veena Vohra, published by Pearson Education.
From India, New Delhi
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Organization Development (OD) interventions, or ODI, are sets of activities in which organizational units such as individuals, groups, or even third parties undertake specific tasks with the aim of organizational improvement and individual development. These activities are structured and carried out in organizations primarily to enhance their culture and/or climate.
The choice of a particular intervention depends on the focus group, whether it be individuals, teams, or the organization as a whole. Examples of different forms of ODIs include Career Planning, Coaching, Sensitivity Training, MBO, Team MBO, TQM, QWL programs, and cultural analysis.
For a more in-depth study, you can refer to the book titled "Organization Development" by Wendell L. French, Cecil H. Bell, Jr., and Veena Vohra, published by Pearson Education.
From India, New Delhi
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Interventions-H R.ppt