interventions Questions we face about what intervention is suitable - - PowerPoint PPT Presentation

Individual Level OD interventions

Questions we face about what intervention is suitable in a particular situation

• Jerry Sternin a committed social worker funded by a reputed agency. I am

sent to a relatively small, war torn and poor country to deal with the problem of child maturation. The situation is so serious that more than 65% children are malnourished. How do I about dealing with this challenge?

• A country like India have to eradicate the illiteracy. Most of the welfare

schemes are mobilized and managed through Collectors office. How can it use the district administration structure to achieve hundred percent literacy rate?

• Water born diseases are the major issues in country like India. Fecal–oral

infections are the causes for these diseases. How this situation can be handled changed?

• How to motivate people to keep their surroundings clean?
• How to eradicate the disease like Polio in a country like India?

Change: Few Recent Research Findings

From the book Switch by Chip and Dan Heath

Two Parts of the Same Brain

• Emotional part

– This part is instinctive and feels pain and pleasure

• Rational part

– This part is reflective, conscious, deliberative and analytical

• These two parts are always active

– The rational side may want to wake up at 5:45 am, allowing plenty of time for a quick jog – The emotional side may enjoy snoozing in a warm cocoon of sheets and blankets and want a few more minutes of sleep

• Elephant

– Emotion

• Rider

– Reason

The Elephant and the Rider

• Everyone in your

workforce is both a Rider and an Elephant

–Direct the Rider (rational) –Motivate the Elephant (emotional)

The Elephant and the Rider

Two Parts of the Same Brain

• Emotional part

– This part is instinctive and feels pain and pleasure

• Rational part

– This part is reflective, conscious, deliberative and analytical

• These two parts are always active

– The rational side may want to wake up at 5:45 am, allowing plenty of time for a quick jog – The emotional side may enjoy snoozing in a warm cocoon of sheets and blankets and want a few more minutes of sleep

What Gets in the Way?

• When change fails it is usually caused

by the elephant

– The elephant is much stronger than the rider, but it is lazy and prefers immediate gratification

• ver delayed gratification

– The rider may want to avoid candy today to be slimmer tomorrow – the elephant wants the candy today

It’s exhausting trying to keep an elephant in line.

Change: Psychological Framework

Direct Rider Motivate Elephant Shape the Path Find the bright spot Find the feeling (Ex. Gloves in GE) Tweak the environment (Ex. Size of Popcorn bucket) Script the critical moves (Ex. 1% milk instruction, Video game for patients) Shrink the change (Ex. Car wash coupon) Build Habits (Ex. Check list) Point to the destination (Ex. Teach for America) Grow the people (to bigger reality) Rally the Hero

Few Challenging Situation for OD Intervention

• Cross-selling is identified as a critical factor for the bankers.

Realizing this fact a bank introduces a change program with support scripts and good profiling questions for its members and was dismayed to find that these moves had a negligible impact on sales.

• An IT company introduced a simplified process and rating system

for performance reviews only to find that its Team Leaders are still showing the central tendency in rating their team members and avoided delivering candid feedback.

• A manufacturing company purchased a state-of-art

knowledge- management technology platform for faster and effective knowledge sharing and encouraging collaboration. However no visible positive change in one year.

Process Interventions

• A set of activities on the part of the

consultant that helps group members understand, diagnose, and improve their behaviors.

• Interventions are aimed at helping the group

become better able to use its own resources to identify and solve interpersonal problems and devise more effective ways of working.

Process Consultation

• Definitions

– The creation of a relationship that permits the client to perceive, understand, and act on the process events…” – An approach that helps people and groups help themselves

• Individual Interventions

– Aimed at helping people better communicate with others, adopt the right attitude, enhance personal and managerial effectiveness, innovation, – Johari Window

Basic Process Interventions

Johari Window

Unknown to Others Known to Others Known to Self Unknown to Self Hidden Spot Open Window Unknown Window Blind Spot

Unknown to Others Known to Others Known to Self Unknown to Self

Open Window

Improving Communications Using the Johari Window

Reduce Hidden Area through Disclosure to Others Reduce Blind Spot through Feedback from Others

Laddering

http://www.kelvybird.com/ladder-of-inference/

Visual Explorer

https://revlisad.com/2011/07/31/telling-our-stories/

Plausible Shift in Mindset

At the bank, two seemingly good but ultimately performance-limiting mind-sets accounted for the failure of the new sales-stimulation tools and training. The first was “my job is to give the customers what they want”; “help customers fully understand their needs” rather than “giving customers what they want.” At the IT company, employees had a deep-seated, reasonable-sounding belief that “criticism damages relationships.” “honesty—combined with respect—doesn’t damage relationships; in fact, it is essential to building strong ones”? At the manufacturing company, people had an underlying conviction that “around here, information is power, and good leaders are powerful leaders.” “sharing information rather than hoarding is the best way to magnify power”?

Team Building Activities

• Activities Related to One or More Individuals
• Activities Oriented to the Group’s Operations and Behaviors
• Activities Affecting the Group’s Relationship with the Rest of

the Organization

Types of Teams

• Groups reporting to the same manager
• Groups involving people with common goals
• Temporary groups formed to accomplish a

specific, one-time task

• Groups consisting of people whose work

roles are interdependent

• Groups with no formal links but whose

collective purpose requires coordination

Team-Building Activities

• Determine the Intervention Target

– One or more individuals – A group’s operation and behavior – A group’s relationships with the rest of the

• rganization
• Determine the Intervention Orientation

– Diagnostic – Developmental

Team Building Activities

• Group Operation and Behavior

– An inward look by the team at its own performance, behavior and culture for the purpose of improving effectiveness

• Group Relationships with the Organization

– Understand the group’s role within the organization including interaction, support, and collaboration

• Manager’s Role