Human Process Interventions PDF

HUMAN PROCESS INTERVENTIONS GROUP 1 ORGANIZATION DEVELOPMENT TABLE OF CONTENTS I. INTRODUCTION TO HUMAN PROCESS INTERVENTION II. INTERPERSONAL AND GROUP PROCESS APPROACHES A.Process consultation B. Third-party interventions C.Team building III. ORGANIZATION PROCESS A...

HUMAN PROCESS INTERVENTIONS GROUP 1 ORGANIZATION DEVELOPMENT TABLE OF CONTENTS I. INTRODUCTION TO HUMAN PROCESS INTERVENTION II. INTERPERSONAL AND GROUP PROCESS APPROACHES A.Process consultation B. Third-party interventions C.Team building III. ORGANIZATION PROCESS APPROACH A.Organization Confrontation meeting B. Intergroup relations. C.Large-group interventions. INTRODUCTION What is Human Process Intervention? Interventions focusing on people within organizations and the processes through which they accomplish organizational goals. Human process interventions derive mainly from the disciplines of psychology and social psychology and the applied fields of group dynamics and human relations.  Human Process Intervention Approaches: 1. INTERPERSONAL AND GROUP PROCESS APPROACH ORGANIZATION PROCESS 2. APPROACH INTERPERSONAL AND GROUP PROCESS APPROACHES INTERPERSONAL AND GROUP PROCESS APPROACHES These interventions are among the earliest ones devised in OD. This approach represent attempts to improve people’s working relationships with one another. Interpersonal and Group Process Approaches inculde: A. PROCESS CONSULTATION B. THIRD-PARTY INTERVENTIONS C. TEAM BUILDING INTERPERSONAL AND GROUP PROCESS APPROACHES A. P R O C E S S CONSULTATION This intervention focuses on interpersonal relations and social dynamics occurring in work groups. Typically, a process consultant helps group members diagnose group functioning and devise appropriate solutions to process problems, such as dysfunctional conflict, poor communication, and ineffective norms. P R O C E S S CONSULTATION Edgar Schein defined process consultation as : “The creation of a relationship that permits the client to perceive, understand, and act on the process events that occur in [his or her] internal and external environment in order to improve the situation as defined by the client.” PROCESS CONSULTATION Schein proposed ten principles to guide the process consultant’s actions: Principle 1:Always try to be helpful. Principle 2: Always stay in touch with the current reality. Principle 3: Access your ignorance. Principle 4: Everything you do is an intervention. Principle 5: The client owns the problem and the solution. PROCESS CONSULTATION Principle 6: Go with the flow. Principle 7: Timing is crucial. Principle 8: Be constructively opportunistic with confrontive interventions. Principle 9: Everything is information; errors wi l always occur and are the prime source for learning. Principle 10: When in doubt, share the problem. PROCESS CONSULTATION Process consultation deals primarily with the interpersonal and group processes that describe how organization members interact with each other. When group process promotes effective interactions, groups are likely to perform tasks successfully. Group Process includes: 1. Communications. One of the process consultant’s areas of interest is the nature and style of communication, or the process of transmitting and receiving thoughts, facts, and feelings. PROCESS CONSULTATION 2.The functional roles of group members. The process consultant must be keenly aware of the different roles individual members take on in a group. 3.Group problem solving and decision making. To be effective, a group must be able to identify problems, examine alternatives, and make decisions. 4. Group norms. Especially if a group of people work together over a period of time, it develops group norms or standards of behavior about what is good or bad, allowed or forbidden, right or wrong. PROCESS CONSULTATION 5. The use of leadership and authority. A process consultant needs to understand processes involved in leadership and how different leadership styles can help or hinder a group’s functioning. PROCESS CONSULTATION BASIC PROCESS INTERVENTIONS A variety of Basic Process Interventions may be used for each of the interpersonal and group processes. In broad terms, these are aimed at making individuals and groups more effective. Individual Interventions Group Interventions PROCESS CONSULTATION INDIVIDUAL INTERVENTIONS These interventions are designed primarily to help people be more effective in their communication with others. A useful model for this process has been developed by Luft in what is called the Johari Window. PROCESS CONSULTATION GROUP INTERVENTIONS These interventions are aimed at the process, content, or structure of the group. 1. Process interventions sensitize the group to its own internal processes and generate interest in analyzing them. 2. Content interventions help the group determine what it works on. 3. Structural interventions help the group examine the stable and recurring methods it uses to accomplish tasks and deal with external issues. INTERPERSONAL AND GROUP PROCESS APPROACHES B. THIRD-PARTY INTERVENTIONS Third-party interventions focus on conflicts arising between two or more people within the same organization. Conflict is inherent in groups and organizations and can arise from various sources. Tjosvold proposed viewing conflict as "incompatible activities." THIRD-PARTY INTERVENTIONS Episodic Model of Conflict Interpersonal conflict often occurs in iterative, cyclical stages known as “episodes.” The episodic model identifies four strategies for conflict resolution: 1.The first strategy is to prevent the ignition of conflict by arriving at a clear understanding of the triggering factors and thereafter avoiding or blunting them when the symptoms occur. THIRD-PARTY INTERVENTIONS Episodic Model of Conflict 2.The second control strategy is to set limits on the form of the conflict. 3.The third control strategy is to help the parties cope differently with the consequences of the conflict. 4. The fourth method is an attempt to eliminate or to resolve the basic issues causing the conflict. THIRD-PARTY INTERVENTIONS Facilitating the Conflict Resolution Process Walton has identified a number of factors and tactical choices that can facilitate the use of the episodic model in resolving the underlying causes of conflict. Mutual motivation to resolve the conflict Equality of power between the parties Coordinated attempts to confront the conflict Relevant phasing of the stages of identifying differences and of searching for solutions Open and clear forms of communication Productive levels of tension and stress INTERPERSONAL AND GROUP PROCESS APPROACHES C. TEAM BUILDING Team building refers to a broad range of planned activities that help groups improve the way they accomplish tasks, help members enhance their interpersonal and problem-solving skills, and increase team performance. Team building is an effective approach to improving teamwork and task accomplishment in such environments. TEAM-BUILDING TEAM-BUILDING ACTIVITIES A team is a group of interdependent people who share a common purpose, have common work methods, and hold each other accountable. TEAM-BUILDING Several factors can affect the outcomes of any specific team- building activity: The length of time allocated to the activity The team’s willingness to look at its processes The length of time the team has been working together The team’s permanence. Hackman has proposed that effective teams produce outputs that satisfy external stakeholders, constantly improve their team functioning, and have members that are learning. TEAM-BUILDING Team-building activities can focus on the following levels: (1) one or more individuals; (2) the group’s operation and behavior; or (3) the group’s relationship with the rest of the organization. They also can be classified according to whether their orientation is (1) diagnostic or (2) development. TEAM-BUILDING The Manager’s Role in Team Building Ultimately, the manager is responsible for team functioning, although this responsibility obviously must be shared by the group itself. The manager must diagnose the group’s effectiveness and take appropriate actions if it shows signs of operating difficulty or stress. ORGANIZATION PROCESS APPROACHES ORGANIZATION PROCESS APPROACHES Presents human process interventions that are more systemwide. They typically focus on the total organization or an entire department, as well as on relations between groups. These include the following three changeprograms: A. Organization Confrontation Meeting B. Intergroup Relations. C. Large-group interventions. ORGANIZATION PROCESS APPROACHES A. Organization confrontation meeting Designed to mobilize the resources of the entire organization to identify problems, set priorities and action targets, and begin working on identified problems. Origina ly developed by Beckhard, the intervention can be used at any time but is particularly useful when the organization is under stress and when there is a gap between the top and the rest of the organization. Organization Confrontation Meeting Application Stages The organization confrontation meeting typically involves the following steps: 1. A group meeting of all those involved is scheduled and held in an appropriate place. 2.Groups are appointed representing all departments of the organization. Organization confrontation meeting Application Stages 3. The point is stressed that the groups are to be open and honest and to work hard at identifying problems they see in the organization. 4. The groups are given an hour or two to identify organization problems. 5. The groups then reconvene in a central meeting place. 6. Either then or later, the master list of problems is broken down into categories. Organization confrontation meeting Application Stages 7. Following problem categorization, participants are divided into problem- solving groups whose composition may, and usually does, differ from that of the original problem-identification groups. 8. Each group ranks the problems, develops a tactical action plan, and determines an appropriate timetable for completing this phase of the process. Organization confrontation meeting Application Stages 9. Each group then periodically reports its list of priorities and tactical plans of action to management or to the larger group. 10. Schedules for periodic (frequently monthly) follow-up meetings are established. ORGANIZATION PROCESS APPROACHES B. INTERGROUP RELATIONS INTERVENTIONS The ability to diagnose and understand intergroup relations is important for OD practitioners because: (1) groups often must work with and through other groups to accomplish their goals; groups within the organization often create problems and place (2) demands on each other; and the quality of the relationships between groups can affect the (3) degree of organizational effectiveness. INTERGROUP RELATIONS INTERVENTIONS Two OD interventions: Microcosm groups Intergroup conflict resolution Together, these approaches help improve intergroup processes and lead to organizational effectiveness. INTERGROUP RELATIONS INTERVENTIONS Microcosm Groups A microcosm group consists of a small number of individuals who reflect the issue being addressed. Microcosm groups work through “parallel processes,” which are the unconscious changes that take place in individuals when two or more groups interact. INTERGROUP RELATIONS INTERVENTIONS Microcosm Groups Application Stages 1. Identify an issue. This step involves finding a systemwide problem to be addressed. This may result from an organizational diagnosis or may be an idea generated by an organization member or task force. 2.Convene the group. Once an issue is identified, the microcosm group can be formed. 3.Provide group training. Once the microcosm group is established, training is provided in group problem solving and decision making. INTERGROUP RELATIONS INTERVENTIONS Microcosm Groups Application Stages 4. Address the issue. This step involves solving the problem and implementing solutions. 5. Dissolve the group. The microcosm group can be disbanded following successful implementation of changes. INTERGROUP RELATIONS INTERVENTIONS Intergroup Conflict Intervention The intergroup conflict intervention is designed specifically to help two groups or departments within an organization resolve dysfunctional conflicts. Intergroup conflict is neither good nor bad, and in some cases, conflict among departments is necessary and productive for organizations. INTERGROUP RELATIONS INTERVENTIONS Intergroup Conflict Intervention Application Stages 1. A consultant external to the two groups obtains their agreement to work directly on improving intergroup relationships. 2.A time is set for the two groups to meet—preferably away from their normal work situations. 3.The consultant, together with the managers of the two groups, describes the purpose and objectives of the meeting INTERGROUP RELATIONS INTERVENTIONS Intergroup Conflict Intervention Application Stages 4. The two groups are assigned to separate rooms and asked to write their answers to the three questions. 5. After completing their lists, the two groups reconvene. A representative from each group presents the written statements. 6. When it is clear that the two groups thoroughly understand the content of the lists, they separate again INTERGROUP RELATIONS INTERVENTIONS Intergroup Conflict Intervention Application Stages 7. The task of the two groups is to analyze and review the reasons for the discrepancies. 8. When the two groups have worked through the discrepancies, as well as the areas of common agreement, they meet to share both the identified discrepancies and their problem-solving approaches to those discrepancies. INTERGROUP RELATIONS INTERVENTIONS Intergroup Conflict Intervention Application Stages 9.The two groups are asked to develop specific plans of action for solving specific problems and for improving their relationships. 10. When the two groups have gone as far as possible in formulating action plans, at least one follow-up meeting is scheduled so that the groups can report on actions that have been implemented, ORGANIZATION PROCESS APPROACHES C. LARGE-GROUP INTERVENTIONS The third systemwide process intervention is called large-group intervention. The defining feature of large-group intervention is the bringing together of large numbers of organization members and other stakeholders, often more than a hundred, for a two- to four-day meeting or conference. LARGE-GROUP INTERVENTIONS Application Stages 1. Preparing for the Large-Group Meeting. A design team comprising OD practitioners, and several organization members is formed to organize the event. Three key ingredients are: a. Compelling meeting theme. Large-group interventions require a compelling reason or focal point for change. b. Appropriate participants. A fundamental goal of large-group interventions is to “get the whole system in the room.” LARGE-GROUP INTERVENTIONS c. Relevant tasks to address the conference theme. These tasks typically are assigned to several subgroups responsible for examining the theme and drawing conclusions for action. LARGE-GROUP INTERVENTIONS Application Stages 2. Conducting the Meeting. The flow of events in a large-group meeting can vary greatly, depending on its purpose and the framework adopted. Most large-group processes, however, fit within three primary frameworks: a. Open-systems methods b. Opens pace methods c. Positive methods. LARGE-GROUP INTERVENTIONS These various methods reflect different strategies for dealing with the four key dilemmas of large-group interventions: 1.The dilemma of voice refers to the problem of encouraging participation on the one hand and being overwhelmed if each individual wants to speak. 2. The dilemma of structure refers to how tightly or loosely the meeting should be organized. 3. The egocentric dilemma refers to the problem of people holding on to their own personal views of right or wrong, better or worse. LARGE-GROUP INTERVENTIONS 4. The dilemma of emotional contagion refers to a group dynamic where many people take on the frustrations or excitement of others. THANK YOU GROUP MEMBERS ABUEL, ZYRILL ANN BUSCAY, JAY MARK DAÑO, ELLA JANE DORIA, JHOANNA MARY LOISE ISUELA, IVY CUSTODIO MELITON, JANNA ANDREA PADOLINA, IZY REYES, XYNADAE ZARA, RAPHAEL ALLEN REFERENCE Cummings, T. G., & Worley, C. G. (2016).Organization development & change. Retrieved From: http://dspace.vnbrims.org:13000/jspui/bitstream/123456789/1164/1/organiza tion%20development%20and%20change.pdf