Unit-07_Human_Process_Interventions

DHRM302: Management and Organisational Development

Unit 7: Human Process Interventions

Overview

• Exploration of two major types of human process interventions:

  • Team Development Interventions

  • Interpersonal Development Interventions

• Goal of the unit: To provide a framework for understanding interventions in organizations, enhancing group performance and interpersonal relations.

Sections Covered

1. Introduction

   • Objectives of the unit.

2. Team Development Interventions

3. Interpersonal Development Interventions

4. Summary

5. Glossary

6. Terminal Questions

7. Case Study

Objectives of Human Process Interventions

• Define human process intervention.

• Explain types of team development interventions.

• Describe various techniques of team development intervention.

• List and explain concepts of interpersonal development intervention.

• Identify techniques of interpersonal development.

Team Development Interventions

• Aim: To improve group performance, interpersonal relationships, decision-making, and problem-solving abilities within teams.

• Focus on interdependence among team members.

  • Types of Work Teams:

    • Natural Work Teams

    • Temporary Task Teams

• Collaboration is essential; team-building techniques facilitate this.

Importance of Team Development Interventions

• Achieve competitive advantage through motivation and responsive behavior.

• Team-building activities are critical in enhancing effectiveness within the organization.

Major Types of Team Development Interventions

1. Family Group Diagnostic Meetings

   • Initiates performance analysis of groups; identifies current problems to address.

   • Requires group to gather data and formulate plans for improvement.

2. Family Group Team Building Meetings

   • Assists local work groups in identifying, diagnosing, and solving problems collaboratively.

   • Utilizes questionnaires and interviews to gather data.

3. Role Negotiation Technique

   • Developed by Roger Harrison; focuses on work relationships through structured negotiation.

   • Involves listing expectations and negotiating agreements between team members.

4. Role Analysis Technique (RAT)

   • Clarifies role expectations and discrepancies leading to improved cohesiveness.

   • Process includes listing duties and understanding performance expectations.

5. Process Consultation

   • Involves creating a relationship where clients perceive and act upon internal/external processes to improve dynamics.

   • Consists of several stages, including data gathering and group intervention.

6. Grid OD Program

   • Analysis of team culture to promote teamwork and enhance skills in planning and problem solving.

7. Self-Managed Work Teams

   • Autonomous teams handling various tasks without direct supervision.

   • Features include equal treatment, functional boundaries, shared vision, and access to necessary information.

Interpersonal Development Interventions

Key Techniques

1. T-Groups

   • Focus on self-awareness and group dynamics through emotional sharing among participants.

2. Third Party Consultations

   • Uses external consultants to facilitate intergroup problem solving and communication enhancement.

3. Organization Mirror

   • Feedback mechanism for work units to understand how they are perceived by others within the organization.

   • Aims to improve inter-group relations and effectiveness.

4. Intergroup Team Building

   • Addresses conflicts and enhances communication between conflicting groups.

5. Total Quality Management (TQM)

   • Approach focused on continuous improvement and customer satisfaction across organizational processes.

Summary of Key Concepts

• Team Development Intervention: Enhances collaborative and creative work teams.

• Family Group Diagnostic Meetings: General reading on overall group performance.

• Role Negotiation: Discussion of expectations to foster better interpersonal relations.

• Process Consultation: Method for engaging with ongoing systems for improvement.

• TQM: Quality-centric approach aimed at elevating organizational effectiveness.

Glossary

• Role Expectation: Behaviors expected by group members.

• Role Conception: Individual’s views on appropriate behaviors.

• Self-Managed Work Teams: Autonomous groups responsibly managing tasks and operations.

Case Study - Castle Morpeth

• Response to a 'weak' rating led to the development of the Constellation programme, focused on personnel development in leadership, customer focus, and organizational culture.

• Key Learnings: Involvement of employees in culture change, ensuring adequate resources, and continuous review of development opportunities.