Organizational Design Diagnosis and Development Session 16 Human

Organizational Design, Diagnosis, and Development Session 16 Human Process Interventions, I

Objectives • To understand the rationale for human process interventions • To review individual level human process interventions • To examine the effectiveness for human process interventions in producing change

T-Group Objectives • Increased understanding of your own behavior and how it effects others. • Increased understanding and sensitivity to other’s behavior • Increased understanding of group processes • Increased diagnostic skills • Increased ability to transfer learning into action

T-Groups • Small groups of trainees • Off-site training for 3 -4 days • Activities promote greater understanding of self and others • Initially no goals or agenda • Intention is to call attention to group process and interpersonal behaviors

Utility of T-Groups • When conducted with a highly trained professional members show increased openness and flexibility • When conducted with an unskilled trainer, harm can follow • Structured T-groups have more impact on organizational effectiveness than non -structured ones.

Conflict & Third Party Intervention • Conflict is a process that occurs when a person or group believes that others have or will take action that is at odds with their own goals and interests. • Costs of conflict: Disruption of productivity, Negative emotions and stress, Stereotyping, Faulty decision making • Benefits of conflict: Discussion of problems, Basis for change, Increase in motivation and loyalty

Organizational Sources of Conflict Differences in Power, Status, Culture Group Identification Conflict Competition over Scarce Resources Ambiguity over Jurisdiction

Interpersonal Causes of Conflict Faulty Attribution Faulty Communication Conflict Competitive Reward Systems Personal Characteristics

Facilitating Resolution for Organizational Conflict • Bargaining & Negotiation -- the process in which the parties in dispute make offers and counter offers • Mediation and Arbitration -- third party intervention • Superordinate Goals -- commonality is seen in goals and the solution is greater than either parties’ initial goal

Facilitating Resolution for Interpersonal Conflict • Changing behavior – Enforcing rules, – Separation – Coping strategies • Changing attitudes – Changing attributions – Improving communication

Backwards & Forwards • Summing up: Today we examine two approaches to human process intervention: Tgroups and third party intervention. In the process of examining third party intervention, we looked at organizational and interpersonal conflict. • Looking ahead: Next time we will continue to examine human process interventions by studying group and organizational level approaches.