Term
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Definition
| to intervene is to enter into an ongoing system of relationships, to come between or among persons, groups, or objects for the purpose of helping them |
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Term
| 3 points about definition of intervention |
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Definition
1) system is on going and interventions happen in ongoing changing environment, change agent must be aware of relationship between intervention and organizational context
2) interventions deliberately interrupt existing processes, thinking, people, groups and relationships
3) objective of interventions is to help or to improve the effectiveness of organizations, groups, teams and individuals |
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Term
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Definition
intervention strategy: action planning or devising an appropriate intervention strategy to address orgs problems
intervention activities or events: implementing the chosen interventions by structuring them to be the most appropriate for the given individual, team, or organization |
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Term
| Why interventions fail: 1-5 reasons |
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Definition
1. wrong problem
2. wrong intervention
3. unclear of overambitious goals
4. implementing an event rather than a program
5. not enough time devoted |
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Term
| Why interventions fail: 6-10 reasons |
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Definition
6. poorly designed intervention
7. unskilled change agent
8. ownership not transferred to client
9. resistance to change
10. lack of readiness for change |
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Term
| intervention tries to solve the wrong problem |
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Definition
| often result of poor or nonexistent data gathering and diagnostic process, sometimes based on client limited view of the problem and consultant fails to investigate further |
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Term
| wrong intervention selected |
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Definition
| right problem diagnosis, wrong intervention for the scenario |
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Term
| goals were ambitious, unclear, or too lofty |
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Definition
| outcomes of intervention were not clearly articulated or possible to achieve through certain intervention event, client may have unrealistic expectations of results of intervention |
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Term
| intervention was undertaken as an event rather than as a program of activities with multiple targets for change |
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Definition
| many org problems require working at multiple levels; if intervention considered an event instead of long-term effort no follow-up activity occurs and org members return to old habits and practices |
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Term
| not enough time was devoted to change |
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Definition
| clients or change agents do not devote enough time to making the intervention successful |
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Term
| intervention was poorly designed to reach the specified goals |
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Definition
| a number of important design criteria for successful interventions that may be missing |
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Term
| change agent was not skilled at implementing the intervention |
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Definition
| perhaps change agent never led an intervention or was poor facilitator, change agent trying actions they are not prepared to handle |
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Term
| responsibility for change was not transferred to the client |
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Definition
| org members may not own the change themselves, when this happens change wont last beyond current engagement |
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Term
| org members resisted or were not committed to the intervention |
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Definition
| may not have been agreement about nature of problem or cynicism about likelihood for change or not motivated to participate |
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Term
| organization was not ready for change |
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Definition
| perhaps org faced a chaotic time in which org members could not focus on or devote attention to change, may not be ready to engage in the emotional cost of confronting an authoritarian manager or whatever is problem |
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Term
| Top 5 considerations for choosing right intervention |
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Definition
1. Matching the intervention to the data and diagnosis
2. Considering client readiness for change
3. Deciding where to intervene first
4. Considering depth of intervention
5. Considering sequence of activities |
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Term
| matching the interventions to data and diagnosis |
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Definition
- checking intervention choice against another's expertise and council, making sure type matches the data/problem
- remembering it's the clients needs that should be met, not the consultant's intervention specialty |
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Term
| considering client readiness for change |
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Definition
- refers to involvement, willingness, energy, time, capability, and motivation of the org to change
- can use persuasive communications, getting members to discover reasons for change themselves, share external information to back up internal communication |
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Term
| deciding where to intervene first |
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Definition
- usually start with group's tasks and processes
- sometimes need integrated approach to be effective
- can have too many interventions for effective change |
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Term
| Considering depth of intervention |
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Definition
a. the work content
b. overt group issues such as communication and conflict
c. hidden group issues such as coalitions and power
d. values and beliefs
e. the unconscious |
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Term
| Considering sequence of activities: 6 considerations |
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Definition
- maximize diagnostic: data conducted first
- maximize effectiveness: build enthusiasm with initial interventions
- maximize efficiency: interventions should conserve time, energy and money to the extent possible
- maximize speed: should not interrupt client's desire for pace of change
- maximize relevance: chosen to address primary problem first
- minimize psychological and organizational strain: earlier interventions should be safer and produce low anxiety |
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Term
| empirical-rational approach to change |
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Definition
| persuading people that a change is necessary, providing data to support and justifying need for change |
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Term
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Definition
| based on notion that change will occur when people change their attitudes, values, skills, and relationships |
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Term
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Definition
| based on policy, law, economic incentives or punishment, guilt and embarrassment |
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Term
| 3 principles that OD interventions are structured |
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Definition
- creating opportunities for learning amongst team members
- giving free choice: members have choice to participate or not
- providing clear and explicit outcomes: change agents should b forthright about what the intervention activities are meant to accomplish |
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Term
| change agent's role in intervention |
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Definition
1. facilitative: helping group attain desired outcomes by clarifying alternatives, processes and decisions
2. gatekeeping: acting as a boundary-spanner between groups or between a supervisor and a team
3. diagnostic: pointing out what has been seen, heard, or learned to enhance group or individual awareness
4. architectural: designing situations, events, and conversations so that awareness, learning and change can occur
5.mobilizing: advocating for a particular approach or perspective |
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Term
| ethical issues with intervention |
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Definition
- misrepresentation of intervention
- misrepresentation of consultant's skill:
- collusion with the client: change agent agrees to implement an intervention despite having data to support its use, or becomes native in culture and wants to see it succeed |
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