Od Interventions
Abstract
To effectively adapt and thrive in today’s business world, organizations need to implement effective OD interventions aimed at improving performance at organizational, group and individual levels. OD interventions involve respect for people, a climate of trust and support, shared power, open confrontation of issues, and the active participation of stakeholders. OD interventions are broader in scope, usually affecting the whole organization (socio-technical systems). OD interventions are sponsored by the CEO and supported and “owned” by staff at the different levels of the organization.
OD professionals must have a solid understanding of the different OD interventions to choose the most appropriate, or “mix and match” them -based on the expected results and a solid analysis of the organization and its environment.
This blog presents a brief analysis of OD interventions using a classification proposed by M. Kormanik.
Major OD Interventions
OD interventions aim at improving organizational performance and employees’ well being. According to Robbins (1994), OD integrates a collection of planned change interventions that relies on humanistic and democratic values, aimed at improving organizational effectiveness, and employees’ well being. OD interventions rely on the following values: respect for people, trust and support, power equalization, confrontation and participation. Kormanik (2005) proposes a classification of OD interventions in 6 groups: large scale, strategic, technostructural, management and leadership development, team development and group processes, and individual and interpersonal processes.
Large-scale interventions
Large scale interventions typically involve a full-size group of stakeholders, working toward the definition of a future state. These interventions start from top levels of the organization, to analyze, plan, and define the intervention’s outcomes, then, people are involved in the solution, creating with this a
To effectively adapt and thrive in today’s business world, organizations need to implement effective OD interventions aimed at improving performance at organizational, group and individual levels. OD interventions involve respect for people, a climate of trust and support, shared power, open confrontation of issues, and the active participation of stakeholders. OD interventions are broader in scope, usually affecting the whole organization (socio-technical systems). OD interventions are sponsored by the CEO and supported and “owned” by staff at the different levels of the organization.
OD professionals must have a solid understanding of the different OD interventions to choose the most appropriate, or “mix and match” them -based on the expected results and a solid analysis of the organization and its environment.
This blog presents a brief analysis of OD interventions using a classification proposed by M. Kormanik.
Major OD Interventions
OD interventions aim at improving organizational performance and employees’ well being. According to Robbins (1994), OD integrates a collection of planned change interventions that relies on humanistic and democratic values, aimed at improving organizational effectiveness, and employees’ well being. OD interventions rely on the following values: respect for people, trust and support, power equalization, confrontation and participation. Kormanik (2005) proposes a classification of OD interventions in 6 groups: large scale, strategic, technostructural, management and leadership development, team development and group processes, and individual and interpersonal processes.
Large-scale interventions
Large scale interventions typically involve a full-size group of stakeholders, working toward the definition of a future state. These interventions start from top levels of the organization, to analyze, plan, and define the intervention’s outcomes, then, people are involved in the solution, creating with this a
References: Bridges, W. (1991, 2003). Managing Transitions: Making the Most of Change. Cambridge, MA: Da Capo Press. Corporate Leadership Council. (2001). The Leadership Imperative: Strategies for Increasing Leadership Bench Strength. Washington, DC. Corporate Executive Board. Cummings, T. & Worley, C. (2001). Organization Development and Change, Mason, OH: South Western