Organization Development and Change

If you want to understand something, try to change it If you want to change something, try to understand it

Jnaneswar.K Asst. Professor

Objective
At the end of the course, the students will have competence in understanding and applying various change management and OD Interventions

Methods
Case Discussion Article Review, student presentations, quiz Mini projects Role Play Group Discussion Panel Discussion Debate Story telling- Good old lessons in management concepts from an age-old fable Videos, Outbound learning

KEY Focus
Networking

Information searching, sharing and documenting

Unit I
Nature of change Necessity of Change Factors affecting change Organizational factors affected by change Impact of change Patterns of change Learning Training& Development HRD

Unit II
Change perspectives Change as a strategic management tool Change for internal re organization Impact of changes on HR Global perspectives Cultural & climatic factors affected by change

Unit III
Organizational transformation Change cycles Transformational strategies Resistance to change Reward system as an effective tool to effect and sustain change Disciplinary measures on behaviour modification

Unit IV
Organization Development Historical development Intra group and inter group conflicts Stress

Planned change
OD Interventions Groups

Unit V
Team Intervention strategies Team and groups Team building Sensitivity training Transactional Analysis

What is change??

Who Moved My Cheese?

An Amazing Way to Deal With Change In Your Work & In Your Life DR SPENCER JOHNSON

Cheese a metaphor for what we want to have in life, whether it is a job, a relationship, money, a big house, freedom, health, recognition, spiritual peace, or even an activity like jogging or golf. Each of us has our own idea of what Cheese is, and we pursue it because we believe it makes us happy. If we get it, we often become attached to it. And if we lose it, or its taken away, it can be traumatic.

ONCE, long ago, there lived 4 little characters who ran through a maze looking for cheese to nourish them & make them happy.

Two were mice named Sniff & Scurry and two were little people named Hem & Haw.

Every morning, the mice & the little people dressed in their running gear & headed over to Cheese Station C where they found their own kind of cheese. It was a large store of Cheese that Hem & Haw eventually moved their homes to be closer to it & built a social life around it. To make themselves feel more at home, Hem & Haw decorated the walls with sayings. One read:

Having Cheese Makes You Happy

One morning, Sniff & Scurry arrived at Cheese Station C & discovered there was no cheese. They werent surprised. Since they had noticed the supply of cheese had been getting smaller every day, they were prepared for the inevitable & knew instinctively what to do. They were quickly off in search of New Cheese. Later that same day, Hem & Haw arrived. What! No Cheese? Who moved my Cheese? Its not fair!, Hem yelled. They went home that night hungry & discouraged. But before they left, Haw wrote on the wall:

The More Important Your Cheese is To You, The More You Want To Hold Onto It.

The next day Hem & Haw left their homes, & returned to Cheese Station C. But situation hadnt changed. Haw asked, Where are Sniff & Scurry? Do you think they know something we dont? Hem scoffed, What would they know? Theyre just simple mice. They just respond to what happens. Were little people. Were smarter. Haw suggested, Maybe we should stop analyzing the situation so much and just get going & find some New Cheese. Haw decided to leave Cheese Station C while Haw was more comfortable staying in the cheeseless Station C. Hem announced, Its MAZE time! and wrote:

If You Do Not Change, You Can Become Extinct

Meanwhile, Sniff & Scurry went farther into the maze until they found Cheese Station N. They found what they had been looking for: a great supply of New Cheese. It was the biggest store of cheese the mice had ever seen. Haw on the other hand become more anxious & wondered if he really wanted to go out into the Maze. He wrote a saying on the wall ahead of him & stared at it for some time:

What Would You Do If You Werent Afraid?

Haw now realized that the change probably would not have taken him by surprise if he had been watching what was happening all along and if he had anticipated change. He stopped for a rest & wrote on the wall of the Maze:

Smell The Cheese Often So You Know When It Is Getting Old.

Haw wondered if Hem had moved on, or if he was still paralyzed by his own fears. Then, Haw remembered the times when he had felt his best in the Maze. It was when he was moving along. He wrote:

Movement In A New Direction Helps You Find New Cheese.

As Haw started running down the dark corridor, he began to smile. Haw didnt realize it yet, but he was discovering what nourished his soul. He was letting go & trusting what lay ahead for him, even though he did not know exactly what it was.
To his surprise, Haw started to enjoy himself more & more. He stopped to write again on the wall:

When You Move Beyond Your Fear, You Feel Free.

To make things even better, Haw started to paint a picture in his mind again. He saw himself in great realistic detail, sitting in the middle of a pile of all his favorite cheesesfrom Cheddar to Brie! He saw himself eating the many cheeses he liked, & he enjoyed what he saw. The more clearly he saw the image of himself enjoying New Cheese, the more real & believable it became. He wrote:

Imagining Myself Enjoying New Cheese, Even Before I Find It, Leads Me To It.

Haw wondered why he had always thought that a change would lead to something worse. Now he realized that change could lead to something better. Then he raced through the Maze with greater strength & agility. Until he found bits of New Cheese. He entered the Cheese Station but it was empty. Someone had already been there. He stopped & wrote on the wall:

The Quicker You Let Go Of Old Cheese, The Sooner you Find New Cheese.

Haw made his way back to Cheese Station C to offer Hem bits of New Cheese but was turned down. Hem wanted his own Cheese back. Haw just shook his head in disappointment but this does not stop him from finding New Cheese. He smiled as he realized:

It Is Safer To Search In The Maze Than Remain In The Cheeseless Situation.

Haw realized again, that what you are afraid of is never as bad as what you imagine. The fear you let build up in your mind is worse than the situation that actually exists. He realizes it was natural for change to continually occur, whether you expect it or not. Change could surprise you only if you didnt expect it & werent looking for it. When he realized he had changed his beliefs, he paused to write on the wall:

Old Beliefs Do Not Lead You To New Cheese.

Haw now realized that his new beliefs were encouraging him to behave in a new way. He was behaving differently from the way he had when he had kept returning to the same cheeseless station. It all depends on what you choose to believe. He wrote on the wall:

When You See That You Can Find And Enjoy New Cheese, You Change Course.

Haw just hoped he was heading in the right direction. He thought about the possibility that Hem would read The Handwriting On The Wall & find his way. He wrote on the wall what he had been thinking about for some time:

Noticing Small Changes Early Helps You Adapt To The Bigger Changes That Are To Come.

He continued on through the Maze with greater strength & speed. He proceeded along a corridor that was new to him, rounded a corner, & found New Cheese at Cheese Station N where he saw the greatest supply of Cheese he had ever seen.Sniff & Scurry welcomed him. Hooray for Change! Haw wrote down a summary of what he had learned on the largest wall of Cheese Station N & smiled as he looked at what he had learned:

THE HANDWRITING ON THE WALL

Change Happens

Anticipate Change Monitor Change Adapt To Change Quickly Change Enjoy Change ! Be Ready To Change Quickly &
Enjoy It Again.

Move With The Cheese & Enjoy It !

An overview of management of change

Scientific Management
Human Relations

Socio Technical system

OD

TQM

Shift in trends
From Industrial era National economy Technological development Stability and predictability Long term Centralization Hierarchies Emphasis on continuity

Shift in trends
From Industrial era National economy Technological development Stability and predictability Long term Centralization Hierarchies Emphasis on continuity To Information era Global economy Technological sophistication Sudden changes Short term Decentralization Networking Emphasis on change

Forces of change
External Changing customer needs & Preferences Political factors Economic factors Technological changes Government policies Globalization & Increased competition

Forces of change
Internal System dynamics Technological changes Organization design and structure Individual & Group expectations Managerial & Administrative processes Resource constraints Profitability issues

The changes Ive seen

Dress Food

Household articles
Transportation Behaviour

Discussion
Which areas have been most free from change? Where have you noticed the most changes Do changes occur more in urban than in rural areas? Why?

Managing change
Motivating change
Creating a vision

Developing political support

Managing the transition

Effective change management

Sustaining momentum

Motivating change
Creating readiness for change
1. Sensitize organizations to pressures of change 2. Reversal discrepancies between current and desired states 3. Convey credible positive expectations for change

Overcoming resistance to change

1. Empathy & support 2. Communication 3. Participation & involvement

Creating a vision
What you want the organization to become Describes envisioned future toward change is directed Provides a valued direction for designing, implementing and assessing organizational change Energize commitment to change

Developing political support

Assessing change agents Power
1. 2. 3. Knowledge Personality Others support

Identifying key stakeholders

Influencing stakeholders

Managing the transition

Current State

Transition state

Desired state

Sustaining momentum
Providing resources for change Building a support system for Change Agents Reinforcing new behaviours Staying the course

Resistance to organizational change

Resistance
Resistance is any conduct that serves to maintain the status quo in the face of pressure to alter the status quo Resistance is an incomplete transition in response to change

 Resistance to change is a multifaceted phenomenon, which introduces unanticipated delays, costs and instabilities into the process of strategic change Resistance is protection, energy and paradox

Resistance as positive force

Could show certain aspects that are not properly considered in the change process Natural survival mechanism within organizations Has been advocated to prevent folly Lead to exploring and addressing real concerns Not a fundamental problem but a symptom of more basic problems

Some facts about resistance to change

A solution increasingly popular for dealing with resistance to change is to get people involved to participate in making the change The key to the problem is to understand the true nature of resistance Resistance occurs due to certain blind spots and attitudes that specialists have as result of their preoccupation with the technical aspects of new ideas

Factors causing resistance to change

Fear of the unknown Loss of control Loss of face Loss of competency Need for security Poor timing Force of habit Lack of support Lack of confidence

Sources of individual resistance

Limited knowledge/lack of knowledge Myopic perception Aversion to risk

Fear of unknown

Sources of organizational resistance

Inertia of a structure Challenge to power dynamics Pressure for observing group norms Lopsided/blinkered view of change

Types of resistance
Emotional resistance
Feeling of insecurity, loss of self esteem, fear of unknown, desire for status quo are the possible sources

Rational resistance
Based on reasoning, logic and disagreement with the fact, can be resolved by adjusting time requirement, extra efforts to be put in to learn, technical feasibility of change and reducing possibility of less desirable conditions

Social resistance
Occurs due to social values, political coalition, labour union values etc

Managerial Actions to Reduce Resistance to Change

Education & Communication

Communicate with employees to help them to see the logic of change Educate employees Appropriate if source of resistance is either poor communication or misinformation Must be mutual trust and credibility between managers and employees

Participation
Allows those who oppose a change to participate in the decision Assume that they have the expertise to make meaningful contribution Involvement can reduce resistance, obtain commitment to seeing change succeed and increase quality of change decision

Facilitation & Support

Provide supportive efforts such as employee counseling, new skills training or short paid leave of absence Can be time consuming and expensive

Negotiation
Exchange something of value to reduce resistance May be necessary when resistance comes from a powerful source High costs and likelihood of having to negotiate with other resisters

Coercion
Using direct threats or force Inexpensive way May be illegal.

Exercise- Planning a change

What is the specific change I seek? What are my values and motives in introducing it? What social relationships will be affected? Who will support and resist it and why? How and where will I begin? How much participation will I allow to those affected? How can I prevent the situation from returning to what it was?

HRD
Process of enabling people to make things happen Deals with both the process of competency development in people and creation of conditions to help people apply these competencies for their own benefit and benefit of others Purpose is benefitting people, the individual, group and the community of which the individual is a member as well as others

Objectives of HRD systems

To provide a comprehensive frame work and methods for the development of HR in an organization To generate systematic information about HR for the purpose of manpower planning, placement, succession planning etc To increase the capabilities of an organization to recruit, retain and motivate talented employees To create a climate that enables every employee to discover, develop and use his capabilities to the fullest extent

Development Dimensions
Analyzing the Role: KPA, Job evaluation Matching the Role and the Person: Selection, Placement, Promotion Developing the Person in the Role : Performance appraisal, Feedback and counseling, Potential appraisal, Career development and career planning, Training Developing the Role for the Person: Job Rotation, Job enrichment, Job design/ redesign Developing Equitability: Management of salary and amenities, incentives and rewards

Structure of HRD
Personnel Individual Development

Organizational Development

HRD Climate
A culture which supports Pro activity, Openness, Collaboration, Trust, Confrontation, Authenticity, Autonomy

Prerequisites for a successful HRD program

Top level commitment Plans for utilization of Manpower skills Conditions for growth and development

Adult Learning Theory & Workplace Training

Employees learn best when understand training program objectives What employee is expected to do (performance) Quality or level of acceptable performance (criterion) Conditions under which trainee expected to perform desired outcome (conditions) Learn better when training linked to current job Learn best when have opportunity to practice

Adult Learning Theory & Workplace Training

Employees need effective feedback Focused on specific behaviors Provided as soon as possible Employees learn by observing & imitating Models desired behaviors or skills need to be clearly specified Model should have characteristics (such as age or position) similar to target audience Employees need training program to be properly coordinated & arranged

MENTORING
Form of coaching in which an ongoing relationship is developed between a senior and junior employee

FEATURES TO BE CONSIDERED IN MENTORING PROGRAM

Top Management support Integration into the career development process Voluntary involvement Assignment of mentees to mentors Relatively short phases to the program An established orientation Monitoring of the process

Mind Tree Consulting- Mentor Me

Mindtrees program that transfers experiential knowledge and connects mentor-mentee & tries to build a connect across levels of employees Learner centric mentoring Bi-directional that focuses on a developmental partnership between knowledge rich giver and knowledge seeker Performed a needs analysis Formalized the several mentoring engagements under a single umbrella program MentorMe Individual development as well as collective learning

 Two sub programs viz behavioural mentoring and technical mentoring Mentors provide cushion for the knowledge seekers and cocoon mentees with the much needed personal care and guidance Two way learning approach Intellectual and emotional Training is provided Role of mentoring consultant Requires a certain level of engagement

 Mentee engagement is a process of CLAS in small and solid steps Two levels of engagement viz intellectual engagement and emotional engagement Open to all across competencies and is voluntary Available pool of experts for those who want to learn

Whats your Learning style??

..involved.tentativediscriminatingpractical .receptiveimpartialanalyticalrelevant feelingwatching.thinking.doing acceptingawareevaluativerisk taker intuitivequestioninglogical.productive ..concreteobservingabstractactive Present orientedreflectingfuture oriented..pragmatic ..opentonewexperienceperceptiveintelligent. competent experienceobservationconceptualization experimentation ..intensereservedrationalresponsible

Concrete Experience Reflective observation Abstract conceptualization Active Experimentation

Perspectives on organizational change

Contingency perspective Resource dependence perspective Population-ecology perspective

Contingency perspective
Focuses on the changes related to the structure Structure is described through its two major dimensions- specialization and integration Organizational change which involves restructuring is brought about by effecting changes in these two dimensions Gives importance to two components complexity and stability

Resource dependence perspective

External stakeholders have control over the organization Evidence of resource dependence is reflected in management control, resource allocation, regulation and so on Dependence on groups that have control over its resources is high It focuses on reducing the dependence on the environment

Internal & External strategies

Domain choice- A strategy of venturing into a new market/ industry to minimize uncertainty Recruitment Environmental scanning Buffering, Smoothing, Rationing- Strategies for safeguarding production process from fluctuations-include variety of activities like having many suppliers, maintaining inventory, offering discounts etc Geographical dispersion- Relocating business to other parts of the country

Contd
Advertisingenhancing visibility to maintain/enhance market share Contracting- Establishing long term contracts Co-opting- Inducting experts from outside into the board of directors Coalescing- Involves joint ventures, mergers and strategic alliances with other firms Lobbying- Influencing regulatory bodies like the Government to formulate policies and actions that facilitate interests of the organization

Population-Ecology perspective
Studying a multitude of organizations rather than focusing on only one organization Organizations in order to survive in their niches, have to develop distinctive capabilities To bring a change it involves analyzing ones organizational niche, examining its viability to survive for long, developing appropriate strategy to allow future transition to other niches

Role of change agents and leaders

Internal consultants- needs to have an extensive understanding of the environment Good idea about the threats and opportunities Monitor and scan external drivers of change Have a hard look at the competitive situation Internal support to external consultant Task force- needs to be powerful and strong in terms of expertise, reputation, relationships and communication skills

Role of organizational management

Evolving policy & legitimizing change- can be done by bringing in policy change, have faith in the new policy, visible and external support through out the change process Institutionalizing change- keep energizing people Change efforts or the new approaches have helped in enhancing the performance Initiatives started by the management team are taken forward by the successive management

Skills for the role of a change agent

A sensor of the business environment Leadership Catalyst Balancing work and personal life Maximization of information flow Strategy formulation HRM Marketing Negotiation Conflict resolution

Role of HRD in managing change

Web based training Role of e trainer Pedagogical approach to andragogical approach Movement of knowledge from fixed to flexible Use an emerging array of learning technologies

Leadership for change

Business process reengineering Mergers and acquisitions Quality initiatives Transformational leadership

Comparison of Transformational and Transactional Leadership

Transformational Leadership Promotes change Shares vision, values and emotional bonding Provides intellectual stimulation Develops pride, gains trust and respect Provides personal attention Transactional leadership Maintains stability Goes into contractual arrangement Provides guidance and role clarification Promises reward for performance Interactions mostly formal and officious

Key competencies in Transformational leaders

Ability for assessment of current situation Ability to challenge the status quo Adaptability to the changing environment Ability to have a long term vision Capability to articulate and practice a set of core values Risk taking ability Communication skills Ability to arouse passion

Contd..

Understanding and practice of equity, power and freedom Building coalitions Flexibility and openness to experience Ability to make fast decisions Ability to modify systems

Level 5 leadership: Good to Great

First Who, then What Confront the Brutal facts The Hedgehog concept A culture of discipline Technology Accelerators The Flywheel and the Down Loop

Planned change

Lewins change model

Conceived change as modification of forces keeping a systems behaviour stable A particular set of behaviours at any moment is the result of two groups of forces: those striving to maintain the status quo and those pushing for change Change process consists of three steps: Unfreezing, moving and refreezing

Applying Force Field Analysis

Describe the problem, as specifically as possible List the forces driving change List the forces restraining change What can you do specifically to remove obstacles to change? What can you do to increase the forces driving the change?

Action research model

Problem identification Consultation with a behavioural expert Data gathering and preliminary diagnosis Feedback to a key client or group Joint diagnosis of the problem Joint action planning Action Data gathering after action

Action plans to address the increasing rate and magnitude of change

Formulate and follow a change plan Clarify the goals and expectations of change Managing resistance to change by anticipating it Manage Transitions

Clarify the goals and expectations of change

Organizational goals should be stated briefly and concisely Specific, Measurable, Positive, Results oriented, Challenging and realistic, Reasonably flexible, Limited in number

Managing resistance to change by anticipating it

Change efforts to be viewed at three levelsstrategic, technical and human Strategic level- an effective communication campaign Technical level- change efforts are to be effectively planned and implemented: clarifies goals, define the problem, gathers facts and data, analyzing data, generating alternative plans, selecting and implementing the best, follow up Human level- tackling human issues

Implementing organizational change

Detailed understanding of what, why and how of change

Delta Technique (Armstrong 1982)

Define the problem Finding alternative solutions to the problem Experimentation with participation Feedback

Judson (1991)
Analyzing and planning the change Communicating the change Gaining acceptance of new behaviours Changing from the status quo to a desired state Consolidating and institutionalizing the new state

Any effective change plan should incorporate: Establish a sense of urgency Form a powerful guiding coalition Create a vision Communicate the vision Empower others to act on the vision Plan for and create short term wins Consolidate improvements and produce still more change Institutionalize new approaches

Kotter (1995) Formulate and follow a change plan

Galpin (1996)
Establishing the need for change Developing and disseminating a vision Diagnosing and analyzing the current situation Generating recommendations Detailing the recommendations Pilot testing the recommendations Preparing the recommendations for roll out Rolling out the recommendations Measuring, reinforcing and refining the change

Skills for managing change

Partner in strategy execution To serve as an expert in organization Adopt the role of employee champion To be a dynamic change agent

competencies
Scanning the environment Diagnosing organizational capability Adopting strategies leveraging structure, systems and people

Leveraging structure
Flat structure: traditional vertical hierarchical structure that worked well in stable environment is unsuitable in situations of dynamic change Network organization: every one is a customer of someone else; informal systems for networking Cellular organization: create cells within the organization

Leveraging systems
Appraisal systems: strategy of step-by-step change, strategy of level-by-level change, strategy of change department-by-department, a mixed approach Reward systems: Whether to reward individual performance or group performance Whether to reward soft or hard skills Whether only performance is to be rewarded or risk taking/cost/profits/sales/innovation and effort Whether rewards recognize ones contribution in cross functional teams

Contd..
Systems for career development: challenges to be addressed are How to manage the expectations of the young entrants? How to develop horizontal opportunities for career growth? How to keep motivation level high in a flat structure ? How to place responsibility of individual career development on the employee?

Contd..
Communication systems Cultural change

Stress Management
Stress - a dynamic condition in which an individual is confronted with an opportunity, demand or resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important

 Stress also have a positive value

Challenge stressors- stressors associated with work load, pressure to complete the task and time urgency

Hindrance stressors- stressors that keep you from reaching the goals Challenge stressors are less harmful than hindrance stressors Stress is associated with demands and resources

Potential sources of stress

Environmental factors- Economic uncertainty, Political uncertainty, Technological change Organizational factors- Task demands, Role demands, Interpersonal demands

Personal factors- Family problems, Economic problems, Personality

Type A Personality
A person with a Type A personality is aggressively involved in a chronic, incessant struggle to achieve more and more in less and less time, and if required to do so, against the opposing efforts of other things or other persons

Type As
Are always moving, walking and eating rapidly Feel impatient with the rate at which most events take place Strive to think or do two or more things at once Cannot cope with leisure time Are obsessed with numbers, measuring their success in terms of how many or how much of every thing they acquire

 Contrast to Type A personality is Type B

Type B never suffer from a sense of urgency Can relax without guilt Type A operate under moderate to high level of stress Type As do better than Type B in job interviews as they are likely to be judged as having desirable traits such as high drive, competence and success motivation

Consequences of stress
Physiological symptoms: create changes in metabolism, increase in heart and breathing rates, increase in blood pressure, bring on headaches and induce heart attacks Psychological symptoms: job related dissatisfaction, tension, irritability, boredom Behavioural symptoms: changes in productivity, absence, changes in eating habits, smoking, consumption of alcohol, sleep disorders

Managing stress
Individual approach: implementing time management techniques, increasing physical exercises, relaxation training and expanding social support network Organizational approach: improved personnel selection and job placement, training, use of realistic goal setting, redesigning jobs, more employee involvement, improved organizational communication, corporate wellness programs

Frustration
Blocking or slowing down of a goal directed activity Resultant feeling caused by a sense of privation, deprivation or conflict in relation to goal directed activity

Dynamics of frustration
F= f L x V x O+ I + P L= expectation to achieve the goal V= valence (attractiveness) O= opportunity to achieve the goal in the near future I= investment of effort and other inputs P= public knowledge of the expected achievement

Frustration cycle
Adaptive deterioration
Defensive behaviour

Isolation

Distorted perception

Hope cycle
Problem solving
Realistic analysis

Insight

Exploration

Coping behaviour
Aggression Regression Flight Exploration

Aggression
General aggression: General irritation, restlessness, and violent /destructive expressions of aggression Target-directed aggression: Anger, blaming others and hostility towards people seen as causing disappointment Self- directed aggression: blaming himself Displaced aggression: aggression directed to a third person

Regression
Regression is characterized by primitive or previously used modes of behaviour Under emotional pressure a person may revert to earlier behavioural mode which make him feel more secure

Flight
Apathy: A manager may not pay any attention to the frustrating situation and may neglect it Withdrawal: A frustrating employee in an organization may leave it or avoid attending meetings Denial: A person may deny feeling any frustration, one may repress feeling of pain and deny experiencing any frustration Fantasy: day dream pleasant things and create fantasies of doing something one cannot do in real life

Exploration
Problem solving mode Explores issues with others, take steps to analyze the situation and prepare alternative strategies of action Self action, Action by others , Joint action

Managing frustration
Listen to the feelings of the staff Share own feelings of disappointment Share feelings of guilt if any Help the staff to accept and confront reality Develop alternatives to solve problems

Groups

Group
Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives Can be either formal or informal

Can be further classified into command, task, interest or friendship group

 Command group: A group composed of the individuals who report directly to a given manager Task group: People working together to complete a job task Interest group: People working together to attain a specific objective with which each is concerned Friendship group: People brought together because they share one or more common characteristics

Why do people join Groups?

Security

Status
Self esteem Affiliation

Power
Goal achievement

Stages of group development

Forming Storming

Norming
Performing Adjourning

Stages of Team Development

Orientation (Forming) This is simply the bringing together of a group of individuals. At this stage, members are: Moderately eager Have generally positive expectations Have some anxiety about why they are there and what it all means Have some anxiety about other members such as who they

are and what they are like

Contd..
During orientation,
How to approach Goals, and what skills are needed. The length of this stage will depend on how clearly the task is defined. This is an important stage because it serves to clarify the team's mission and bond team members.

Stages of Team Development

Storming This stage is characterized by:

argument
conflict

a dip in morale
It results from differences between initial expectations and the reality of the situation as perceived by the members. Members may have varying opinions of what the group was to do and how to accomplish it.

 Members are also beginning to confront the differences in their personalities and values, a condition that is present anytime strangers meet. Members may feel anger or frustration with the task or with other members or may even resent the presence of formal leadership.
Generally, the dissatisfaction stage is relatively short. Some groups, however, may become stuck in this stage and continue to be both demoralized and relatively unproductive. In the worst cases, some groups never emerge from this stage and, if possible, disband in frustration.

Stages of Team Development

Resolution (Norming)
This stage in the group's development involves the: Resolving of issues

Setting up group processes

Setting of group policies, procedures, and values Increasing production Members are now resolving differences and clarifying the mission and roles. Members are less dissatisfied as in the previous stage because they are now learning more about each other and how they will work together.

 Members are making progress toward their goals. They are developing tools to help them work better together such as a problem solving process, a code of conduct, a set of team values, and measurement indicators. Member attitudes are characterized by decreasing animosities toward other members; feelings of cohesion, mutual respect, harmony, and trust; and a feeling of pleasure in accomplishing tasks. The work is characterized by slowly increasing production as skills develop. The group is developing into a team.

Stages of Team Development

Production (Performing)
The team is accomplishing work effectively. Production is high and the climate is positive. Member attitudes are characterized by positive feelings and

eagerness to be part of the team.

Members are confident about the outcome, enjoy open communication, exhibit high energy, and disagreement is

welcome

and

handled

without

emotional

conflict.

Although work is being accomplished through all the stages, this stage reflects the work being accomplished most effectively.

Stages of Team Development

Termination In the case of temporary teams such as task forces, design teams, and problem solving teams, a fifth stage reflects the ending of the process.

Depending on the team's success in accomplishing its task

and how strongly the members have bonded, this stage may reflect either a sense of loss or relief. When a team ends, time should be spent addressing how it should be done to properly recognize the team's accomplishments.

Role
A set of expected behaviour patterns attributed to someone occupying a given position in a social unit Our behaviour varies with the roles we are playing

 Role identity: Certain attitudes and behaviours consistent with a role and they create the role identity

Role perception: An individuals view of how he or she is supposed to act in a given situation
Role expectations: How others believe a person should act in a given situation Role conflict: A situation in which an individual is confronted by divergent role expectations

 Norms: Acceptable standards of behaviour within a group that are shared by the members of the group All groups have established norms Performance norms, appearance norms, social arrangement norms, resource allocation norms etc Conformity: The adjustment of ones behaviour to align with the norms of the group

 Status: A socially defined position or rank given to groups or group members by others According to status characteristics theory, status tends to be derived from one of three sources 1. The power a person wields over others 2. A persons ability to contribute to a groups goals 3. An individuals personal characteristics

Group size
Smaller groups are faster at completing tasks than larger ones Individuals perform better in smaller groups than in larger ones Larger groups are effective in fact finding/problem solving Social loafing: Is the tendency for individuals to expend less effort when working collectively than when working individually

Cohesiveness
Degree to which group members are attracted to each other and are motivated to stay in the group Suggestions to encourage group cohesiveness 1. Make the group smaller 2. Encourage agreement with group goals 3. Increase the time members spend together 4. Increase the status of the group 5. Stimulate competition with other groups 6. Give group rewards

Group decision making

Strengths 1. Generate more information and knowledge 2. Can bring heterogeneity to the decision process 3. Increased acceptance of a solution Weaknesses 1. Time consuming 2. Conformity pressures in groups 3. Suffer from ambiguous responsibility

Groupthink
A phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action Describes a deterioration in an individuals mental efficiency, reality testing and moral judgment as a result of group pressure Suggestions to minimize groupthink Monitor group size, encourage group leader to play an impartial role, appoint one group member as devils advocate, encourage active discussions

Team
A team comprises a group of people linked in a common purpose.

Teams are especially appropriate for conducting

tasks that are high in complexity and have many interdependent subtasks

Why Have Teams Become So Popular ?

Teams typically outperform individuals.
Teams use employee talents better. Teams are more flexible and responsive to changes in the environment. Teams facilitate employee involvement.

Teams are an effective way to democratize an organization and increase motivation.

Work Group
A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility.

Work Team
A group whose individual efforts result in a performance that is greater than the sum of the individual inputs.

Comparing Work Groups and Work Teams

Types of Teams
Problem-Solving Teams
Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment.

Self-Managed Work Teams

Groups of 10 to 15 people who take on the responsibilities of their former supervisors. planning and scheduling of work,. assigning tasks to members, making operating decisions, taking actions on problems

Types of Teams (contd)

Cross-Functional Teams
Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task.

Types of Teams (contd)

Virtual Teams
Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.

Tend to be more task oriented and exchange less social-emotional information than face to face teams.

Team effectiveness- Contextual factors

Adequate resources Leadership and structure Climate of trust Performance evaluation and rewards

Team effectiveness- composition

Ability of members Personality of members Allocation of roles Diversity of members Team size Member preferences

Key roles of Teams

Producer Organizer Assessor Promoter Creator Linker Adviser Maintainer Controller

Team effectiveness- Process

Common purpose Specific goals Team efficacy Mental model Conflict levels Social loafing

Organization Development

 Planned, managed and systematic process to change the culture, systems and behaviour of an organization in order to improve the organizations effectiveness in solving its problems and achieving its objectives Improving organizational efficiency by modifying human behaviour rather than technological innovations Organic structure is more desirable in todays environment

Planned Organization wide Managed from the top Increase organizational effectiveness Intervention in organizational process Uses behavioural science knowledge

Objectives of OD programs
To build and enhance interpersonal trust, communication and support among all individuals and groups throughout the organization at all levels To encourage an analytical approach to problem solving in a team spirit and open manner To increase a sense of belonging to the organization To help managers to manage according to relevant objectives rather than depending on past practices

Basic OD assumptions
Most individuals have a drive towards personal growth and development Work habits are more a response to work environment rather than personality traits Highest productivity can be achieved when individual goals are integrated with organizational goals Cooperation is always more effective than conflict Growth of individual members is facilitated by relationships which are open, supportive and trusting

OD Techniques
Sensitivity training Team building Survey feedback Grid training Process consultation Management by objectives Role analysis technique

Sensitivity training
Changing behaviour through unstructured group interaction Help individuals towards better relationship with others Not intended to suppress conflict Not a set of hidden, manipulative processes aimed at brainwashing individuals Emphasizes the process rather than the content of the training and focuses upon emotional rather than conceptual training

Team Building
Is an attempt to assist the work group in becoming adept by learning how to identify, diagnose and solve its own problems Directly focuses on the identification of problems relating to task performance Members of an organizational group diagnose how they work together and plan changes that will improve their effectiveness Improves organizations problem solving and decision making skills

 Results in effective interpersonal relationships Helps in understand inter-group communication and remove barriers Increases the probability of occurrence of collaborative behaviour Focuses only on the work group

Team building allows members to concentrate on:

Setting goals and priorities for organizational groups Analyzing or allocating the way the work is performed Examining the way the group is working Examining the relationships among the people doing the work

Problem Data gathering

Evaluation

Implementation

Diagnosis

Planning

Necessary conditions for the success of Team Building program

Basic interdependence among the members of the group exists The group members understand the stated goals clearly Group members unanimously agree with the objectives Group is capable of taking corrective actions on the problems identified

Survey feedback
Collection of data: comprehensive self report questionnaire, focus on key organizational issues such as employee satisfaction, quality, styles of leadership etc

Feedback: results are fed directly to the participants Develop an action plan
Follow up

 Starts by obtaining commitment from the top management Questionnaire must be valid and reliable Employees must be willing to report their views and reactions honestly Consultant must be skilled at interpreting survey data Participants do not feel deceived, manipulated or misrepresented Top management must be willing to use the information it gathers

Grid Training
Laboratory seminar training Team development Inter-group development Organizational goal setting Goal attainment Evaluation

Process consultation
Set of activities on the part of the consultant which help the client to perceive, understand and act upon the process events which occur in the clients environment Steps are: initial contact, define the relationship, select the method of work, collection of data and diagnosis, intervention, reducing involvement and termination Designed to change attitudes, values, interpersonal skills, group norms and cohesiveness etc

Prerequisites for effective use of OD

Support should begin with top management Organization must communicate the objectives clearly Enough time must be allowed Role of outside consultant Use appropriate interventions