1. LESSON 5
ACTION RESEARCH & OD
ACTION RESEARCH: A PROCESS & AN APPROACH
 IF ACTION RESEARCH IS A PROCESS, IT CONSISTS OF THE
FOLLOWING ACTIVITIES:
o STATE THE DESIRED STATE [GOAL]
o STUDY THE EXISTING STATE
o DECIDE UPON THE COURSE OF ACTION TO ADDRESS THE
GAPS
o IMPLEMENT THE ACTION
o EVALUATE THE RESULTS
 ACTION RESEARCH CAN ALSO BE DESCRIBED AS AN APPROACH
TOWARDS PROBLEM –SOLVING, FOR THE SAME PROCESS
ACTIVITIES ARE FOLLOWED
 IT IS APPLIED EXTENSIVELY IN OD WORK

2. LESSON 6
AN OVERVIEW OF OD INTERVENTIONS
CHARACTERISTICS OF THE TERM OD INTERVENTIONS:
 IT IS A SET OF STRUCTURED ACTIVITIES
 IMPROVES THE EFFECTIVENESS OF THE ORGANIZATION &
EMPLOYEE DEVELOPMENT
 AN OD PRACTITIONER BRINGS THE FOLLOWING ATTRIBUTES TO
THE CLIENT’S ORGANIZATION:
o SET OF VALUES
o SET OF ASSUMPTIONS OF PEOPLE / ORGANIZATION /
INTERPERSONAL RELATIONSHIPS
o SET OF GOALS FOR PRACTITIONER / ORGANIZATION /
EMPLOYEES
o SET OF STRUCTURED ACTIVITIES, THAT ARE MEANS OF
ACHIEVING THE VALUES / ASSUMPTIONS / GOALS. THESE
ACTIVITIES ARE CALLED AS INTERVENTIONS
 THE FOLLOWING GUIDELINES HELPS THE PRACTITIONER TO
STRUCTURE THE INTERVENTION ACTIVITIES:
o INCLUDE RELEVANT PEOPLE. PEOPLE AFFECTED BY THE
PROBLEM
o STRUCTURE THE ACTIVITY, SO THAT IT IS PROBLEM-
ORIENTED.
o STRUCTURE THE ACTIVITY SO THAT THE GOAL IS CLEAR, &
THE WAY TO REACH THE GOAL IS CLEAR
o STRUCTURE THE ACTIVITY TO ENSURE A HIGH
PROBABILITY OF SUCCESS. ENSURE THAT CLIENT’S
EXPECTATION IS REALISTIC
o STRUCTURE THE ACTIVITY SO THAT IT CONTAINS BOTH
EXPERIENCE BASED LEARNING, & CONCEPTUAL
LEARNING. EXPERIENCED LEARNING IS REMEMBERED
PERMANENTLY

3. o STRUCTURE THE ACTIVITY SO THAT THE INDIVIDUALS ARE
FREED UP RATHER THAN ANXIOUS OR DEFENSIVE
o STRUCTURE THE ACTIVITY SO THAT INDIVIDUALS LEARN
ABOUT THE TASK & PROCESS [HOW TO WORK IN GROUP]
o STRUCTURE THE ACTIVITY SO THAT INDIVIDUALS ARE
ENGAGED AS WHOLE PERSONS, NOT SEGMENTED
PERSONS
OUTCOMES OF INTERVENTIONS
 AWARENESS OF ONE’S BEHAVIOUR
 INCREASED INTERACTIONS & COMMUNICATIONS BETWEEN
INDIVIDUALS & GROUPS
 CONFRONT OBSTACLES THROUGH EFFECTIVE INTERACTIONS
 UPGRADE ONE’S KNOWLEDGE / SKILL
 CHANGE IN ATTITUDE
 INCREASED ACCOUNTABILITY
 INCREASED ENERGY & OPTIMISM

4. LESSON 7
TEAM INTERVENTIONS
CHARACTERISTICS OF EFFECTIVE TEAM:
 CLEAR GOAL
 INFORMALITY
 PARTICIPATION
 LISTENING
 CIVILIZED DISAGREEMENT
 CONSENSUS DECISION MAKING
 OPENNESS
 CLEAR ROLES & WORK ASSIGNMENTS
 SHARED LEADERSHIP
 EXTERNAL RELATIONSHIP
 STYLE DIVERSITY
 SELF-ASSESSMENT [PERIODIC EXAMINATION OF HOW WELL
TEAM IS FUNCTIONING]

5. TEAM BUILDING INTERVENTIONS
 PURPOSE
o TO IMPROVE & INCREASE EFFECTIVENESS OF VARIOUS
TEAMS WITHIN THE ORGANIZATION
 FOCUS:
o FORMAL GROUPS
 COMPOSED OF BOSS & SUBORDINATES
 ALSO CALLED AS INTACT WORK TEAMS
o SPECIAL GROUPS
 EXAMPLES:
• START UP TEAMS / SPECIAL PROJECT TEAMS /
CROSS-FUNCTIONAL TEAMS / PARALLEL
LEARNING STRUCTURES
 IT IS DIRECTED AT FOLLOWING AREAS:
o DIAGNOSIS
 COLLECTION OF DATA
o TASK ACCOMPLISHMENTS
 INCLUDES: PROBLEM-SOLVING / DECISION-MAKING /
ROLE CLARIFICATION / GOAL-SETTING / ETC
o TEAM RELATIONSHIPS
 BUILDING & MAINTAINING EFFECTIVE INTER-
PERSONAL RELATIONSHIPS; INCLUDING BOSS-
SUBORDINATE & PEER RELATIONSHIPS
o TEAM & ORGANIZATIONAL PROCESS
 UNDERSTANDING & MANAGING GROUP PROCESSES
& CULTURE
 ROLE ANALYSIS TECHNIQUE FOR ROLE
CLARIFICATION & DEFINITION
 ROLE NEGOTIATION TECHNIQUES
 THE MAJOR PLAYERS IN A TEAM BUILDING ARE: CONSULTANT,
GROUP LEADER & GROUP MEMBERS.

6. THE FORMAL GROUP DIAGNOSTIC MEETING
 PURPOSE IS TO TAKE THE STOCK OF HOW WE ARE DOING;
WHERE WE ARE GOING
 THE CONSULTANT & THE GROUP LEADER DISCUSS THE IDEA
FIRST; & IF GENUINE NEED FOR DIAGNOSTIC MEETING EXISTS,
THEN THE IDEA IS PUT TO THE GROUP FOR REACTIONS
 THE LEADER ASKS THE FOLLOWING QUESTIONS TO THE
MEMBERS:
o WHAT ARE OUR STRENGTHS?
o WHAT PROBLEMS DO WE HAVE THAT WE SHOULD WORK
UPON?
o HOW WE ARE DOING IN REGARD TO OUR ASSIGNED
TASKS?
o HOW ARE OUR RELATIONSHIPS WITH EACH OTHER?
o WHAT OPPORTUNITIES SHOULD WE BE TAKING
ADVANTAGE OF?
 AFTER THE DATA IS SHARED THE NEXT STEP IS DISCUSSING THE
ISSUES, GROUPING THE ISSUES IN TERMS OF THEMES
 THE PRIMARY FOCUS IS TO SURFACE THE ISSUES & PROBLEMS
THAT SHOULD BE WORKED ON
THE FORMAL TEAM BUILDING MEETING:
 ITS GOAL IS TO IMPROVE TEAM’S EFFECTIVENESS, THROUGH
BETTER MANAGEMENT OF TASK DEMANDS /RELATIONSHIP
DEMANDS / GROUP PROCESSES.
 IT IS IN INWARD LOOK BY THE TEAM AT ITS OWN PERFORMANCE /
BEHAVIOUR / CULTURE FOR THE PURPOSE OF ELIMINATING
DYSFUNCTIONAL BEHAVIOURS & STRENGTHENING FUNCTIONAL
ONES

7.  THE GROUP CRITIQUES ITS PERFORMANCE / ANALYZES ITS WAY
OF DOING THINGS / ATTEMPTS TO DEVELOP STRATEGIES TO
IMPROVE ITS OPERATION.
 THE CONSULTANT INTERVIEWS THE ENTIRE GROUP USING AN
OPEN-ENDED APPROACH.
 THE CONSULTANT PRESENTS THE INTERVIEW RESULTS IN TERMS
OF THEMES.
 THE THEMES ARE RANKED BY GROUP IN TERMS OF IMPORTANCE
 THE MOST IMPORTANT ONE FORMS THE AGENDA OF THE
MEETING
 AS IMPORTANT PROBLEMS ARE DISCUSSED, ALTERNATIVES ARE
OR ACTION ARE DEVELOPED
 TARGET DATES ARE SET IN TERMS OF
o AS TO WHO WILL DO WHAT
o AND WHEN
 TEAM-BUILDING SESSIONS MAY BE DIRECTED TOWARDS
PROBLEM-SOLVING FOR TASK ACCOMPLISHMENTS, EXAMINING &
IMPROVING INTERPERSONAL RELATIONSHIPS OR MANAGING
ORGANIZATION’S CULTURE & PROCESSES
PROCESS CONSULTATION INTERVENTIONS
 PLACES GREATER EMPHASIS ON DIAGNOSING &
UNDERSTANDING PROCESS EVENTS
 CONSULTANT’S ROLE IS NONDIRECTIVE. HE GETS THE GROUP TO
SOLVE THEIR OWN PROBLEMS
 INTERVENTION TAKES PLACE IN ONGOING SYSTEM.
 THE CONSULTANT WORKS WITH INDIVIDUAL & GROUPS TO HELP
THEM TO LEARN ABOUT HUMAN & SOCIAL PROCESSES & LEARN
TO SOLVE PROBLEMS THAT STEM FROM PROCESS EVENTS.

8. GESTALT APPROACH TO TEAM BUILDING
 FOCUSES ON INDIVIDUAL THAN THE GROUP
 IT IS BASED ON THE BELIEF THAT PERSONS FUNCTIONS AS
WHOLE TOTAL ORGANISMS.
 AND EACH PERSON POSSESSES POSITIVE & NEGATIVE
CHARACTERISTICS THAT MUST BE OWNED UP TO & PERMITTED
EXPRESSION
 PEOPLE GET INTO TROUBLE WHEN THEY GET FRAGMENTED,
WHEN THEY DO NOT ACCEPT THEIR TOTAL SELVES & WHEN THEY
ARE TRYING TO LIVE UPTO THE DEMANDS OF OTHERS RATHER
THAN BEING THEMSELVES
 THE GOALS OF GESTALT THERAPY ARE:
o AWARENESS / INTEGRATION / MATURATION / AUTHENTICITY
/ SELF-REGULATION / BEHAVIOUR CHANGE
 BASICALLY ONE MUST COME TO TERMS WITH ONESELF, MUST
ACCEPT RESPONSIBILITY FOR ONE’S ACTIONS, MUST
EXPERIENCE & LIVE IN THE “HERE & NOW” & MUST STOP
BLOCKING OFF AWARENESS, AUTHENTICITY & THE LIKE BY
DYSFUNCTIONAL BEHAVIOURS
 IT CAN BE APPLIED TO BOSS-SUBORDINATE RELATIONS & TEAM
BUILDING.
 THE PRIMARY THRUST IS TO MAKE THE INDIVIDUAL STRONGER,
MORE AUTHENTIC, & MORE IN TOUCH WITH THE INDIVIDUAL’S
FEELINGS BUILDING A BETTER TEAM. THE INDIVIDUAL MUST
RECOGNISE, DEVELOP, & EXPERIENCE HIS POTENCY & ABILITY
TO COPE WITH HIS ORGANIZATIONAL WORLD WHATEVER ITS
PRESENT CONDITION.
 TO DO THIS PEOPLE MUST BE ABLE TO EXPRESS THEIR
FEELINGS FULLY BOTH POSITIVE / NEGATIVE
 THEY MUST LEARN TO “STAY WITH” TRANSACTIONS WITH
OTHERS & WORK THEM THROUGH TO RESOLUTION RATHER

9. THAN SUPPRESSING NEGATIVE FEELINGS OR CUTTING OFF
TRANSACTIONS PREMATURELY.
 THE GESTALT OD PRACTITIONER OFTEN WORKS WITH GROUP
SETTING, BUT THE FOCUS IS USUALLY ON INDIVIDUALS
TECHNIQUES & EXERCISES USED IN TEAM BUILDING:
 BEFORE USING THESE TECHNIQUES, A CAREFUL DIAGNOSIS
SHOULD BE MADE TO ENSURE THAT THE TECHNIQUE IS
APPROPRIATE
 TEAM-BUILDING SESSIONS INCLUDES MANY OF THESE
TECHNIQUES & EXERCISES
 THE TECHNIQUES ARE:
o ROLE ANALYSIS
o ROLE NEGOTIATION
THE APPRECIATIONS & CONCERNS EXERCISE:
 THIS EXERCISE IS APPROPRIATE IN CASE OF DEFICIENCY WHICH
CAN BE LACK OF
o EXPRESSION OF APPRECIATION OR
o AVOIDANCE OF CONFRONTING CONCERNS & IRRITATIONS
 IT IS CONDUCTED AS FOLLOWS:
 THE FACILITATOR ASK EACH MEMBER OF THE GROUP TO JOT
DOWN 1 TO 3 APPRECIATIONS FOR EACH MEMBER OF THE
GROUP
 EACH MEMBER IS ALSO ASKED TO WRITE 1 TO 3 MINOR
IRRITATIONS OR CONCERNS RELATIVE TO EACH PERSON THAT
MAY BE INTERFERING WITH COMMUNICATIONS GETTING THE
WORK DONE EFFECTIVELY & SO ON. EACH GROUP MEMBER
MENTIONS BOTH THE APPRECIATIONS & CONCERNS ABOUT THE
VOLUNTEER, WHO HEARS FROM ALL THE GROUP MEMBERS. THE
VOLUNTEER CAN ONLY SEEK CLARIFICATION, & NOT CHALLENGE

10. RESPONSIBILITY CHARTING:
 IT HELPS TO CLARIFY WHO IS RESPONSIBLE FOR WHAT ON
VARIOUS DECISIONS & ACTIONS.
 AN EFFECTIVE TECHNIQUE FOR IMPROVING TEAM FUNCTIONING
 IT CONSISTS OF THE FOLLOWING STEPS:
o LIST THE ACTIVITIES TO BE PERFORMED
o AGAINST EACH ACTIVITY, WRITE THE NAME OF THE
PERSON WHO IS RESPONSIBLE FOR CARRYING OUT THAT
ACTIVITY
o IF ANY ACTIVITY HAS TO BE REVIEWED, STATE THE NAME
OF THE PERSON WHO HAS THE AUTHORITY TO REVIEW IT.
THE VETO RIGHT SHOULD NOT BE WITH MANY PEOPLE.
NOR IT SHOULD IT VESTED WITH ONLY ONE PERSON;
OTHERWISE THAT PERSON CAN BECOME A BOTTLENECK
o IF ANY ACTIVITY NEEDS SUPPORT IN TERMS OF LOGISTICS
OR RESOURCE, STATE THE NAME OF THE PERSON WHO IS
RESPONSIBLE FOR PROVIDING SUPPORT
o IF ANY ACTIVITY AFTER ITS PERFORMANCE, HAS TO BE
KEPT POSTED TO ANY INDIVIDUAL, SUCH INDIVIDUAL’S
NAME SHOULD BE STATED AGAINST THAT ACTIVITY
 EACH ACTIVITY IS DISCUSSED, & RESPONSIBILITY IS ASSIGNED
 IT IS AN INTERVENTION TO IMPROVE THE TASK PERFORMANCE
OF A WORK TEAM

11. VISIONING:
 AN INTERVENTION IN WHICH GROUP MEMBERS IN ONE OR MORE
ORGANIZATIONAL GROUPS DEVELOP & OR DESCRIBE THEIR
VISION OF WHAT THEY WANT THE ORGANIZATION TO BE LIKE IN
FUTURE.
 THE TIME FRAME MAY BE ANYWHERE FROM SIX MONTHS TO FIVE
YEARS IN THE FUTURE
CONSTRUCTIVE INTERVENTIONS
 THE TEAM INTERVENTIONS CAN BE HIGHLY REWARDING FOR
PARTICIPANTS, BUT THE DYNAMICS MUST BE ADDRESSED WITH
EMPATHY & SKILL.
 THE FOLLOWING STEPS ARE INVOLVED IN MAKING THE
INTERVENTION CONSTRUCTIVE:
o THE FORMAL LEADER NEEDS TO BE INFORMED OF THE
NATURE OF INTERVENTION. THE LEADER SHOULD BE
COMMITTED TO THE PROCESS THEREAFTER
o THE TEAM SHOULD BE PROVIDED TRAINING IN EFFECTIVE
GROUP SKILLS
o TEAM MEMBERS NEED SOME PRACTICE & COACHING IN
GIVING CONSTRUCTIVE FEEDBACK, & IN DEALING WITH A
RANGE OF FEELINGS INCLUDING DEFENSIVE ONES, & IN
PROCESSING CONFLICTS
o THE FACILITATOR NEEDS COUNSELLING & LISTENING
SKILLS OF A HIGH ORDER
o THE LEADER NEEDS SOME COACHING TO ASSURE NO
PUNITIVE OR RETALIATORY BEHAVIOUR WILL BE THE
CONSEQUENCE OF THIS EXERCISE

12. LESSON 10
INTER-GROUP & THIRD PARTY PEACEMAKING INTERVENTIONS
INTER-GROUP TEAM BUILDING INTERVENTIONS
 THE FOCUS IS ON IMPROVING INTER-GROUP RELATIONS
 THE GOALS OF THESE ACTIVITIES ARE TO INCREASE
COMMUNICATIONS & INTERACTIONS BETWEEN WORK-RELATED
GROUPS TO REDUCE THE AMOUNT OF DYSFUNCTIONAL
COMPETITION & TO REPLACE A PAROCHIAL INDEPENDENT POINT
OF VIEW WITH AN AWARENESS OF THE NECESSITY FOR
INTERDEPENDENCE OF ACTION CALLING ON THE BEST EFFORTS
OF BOTH GROUPS
 THE STEPS IN THIS INTERVENTION ARE AS FOLLOWS:
o THE LEADERS OF THE TWO GROUPS [OR THE TOTAL
MEMBERSHIP] MEET THE CONSULTANT & ARE ASKED IF
THEY THINK THE RELATIONS BETWEEN THE TWO GROUPS
CAN BE BETTER & ARE ASKED IF THEY ARE WILLING TO
SEARCH FOR MECHANISM OR PROCEDURES THAT MAY
IMPROVE INTER-GROUP RELATIONS. ALL ASKED TO
COMMIT THEMSELVES TO AT THAT TIME
o THE TWO GROUPS MEET IN SEPARATE ROOMS & BUILD
TWO LISTS.
 IN ONE LIST THEY GIVE THEIR THOUGHTS,
ATTITUDES, FEELINGS & PERCEPTIONS OF THE
OTHER GROUP.
 IN THE SECOND LIST THE GROUP TRIES TO PREDICT
WHAT THE OTHER GROUP IS SAYING ABOUT THEM IN
ITS LIST.

13.  THE TWO GROUPS COME TOGETHER TO SHARE WITH EACH
OTHER THE INFORMATION ON THE LISTS. NO DISCUSSIONS ARE
ALLOWED; ONLY CLARIFICATION CAN BE SOUGHT
 THE TWO GROUPS RETURN TO THEIR SEPARATE MEETING
PLACES & DO THE FOLLOWING:
o THE MEMBERS REACT & DISCUSS WHAT THEY HAVE
LEARNED ABOUT THEMSELVES & THE OTHER GROUP
o IT TYPICALLY HAPPENS THAT MANY AREAS OF
DISAGREEMENT & FRICTION ARE DISCOVERED TO REST ON
MISPERCEPTIONS & MISCOMMUNICATION. THESE ISSUES
ARE READILY RESOLVED BY SHARING INFORMATION. THE
PROBLEMS BETWEEN THEM ARE SEEN TO BE FEWER THAN
IMAGINED
o THE GROUP IS THEN ASKED TO MAKE A LIST OF THE
PRIORITY ISSUES THAT STILL NEED TO BE RESOLVED
BETWEEN THE TWO GROUPS. THE LIST IS GENERALLY
MUCH SMALLER THAN THE ORIGINAL LIST.
o THE TWO GROUPS COME BACK TOGETHER & SHARE LISTS
WITH EACH OTHER. AFTER COMPARING THEIR LISTS, THEY
MAKE ONE LIST CONTAINING THE ISSUES & PROBLEMS
THAT SHOULD BE RESOLVED. THEY SET PRIORITIES ON
THE ITEMS IN TERMS OF IMPORTANCE & IMMEDIACY.
TOGETHER THEY GENERATE ACTION STEPS FOR
RESOLVING THE ISSUES & ASSIGN RESPONSIBILITIES FOR
THE ACTIONS. THAT CONCLUDES THE INTERVENTION
o AS A FOLLOW UPTO THE INTERGROUP TEAM BUILDING
ACTIVITY A MEETING OF THE TWO GROUPS OR THEIR
LEADERS IS DESIRABLE TO DETERMINE WHETHER THE
ACTION STEPS HAVE IN FACT OCCURRED & TO ASSESS
HOW THE GROUPS ARE DOING ON THEIR ACTION PLANS

14. THIRD-PARTY PEACEMAKING INTERVENTIONS
 SHOULD BE UNDERTAKEN ONLY BY PROFESSIONALS
 USED WHEN TWO PERSONS ARE IN CONFLICT.
 THE THIRD PARTY SHOULD HAVE THE POTENTIAL TO CONTROL /
CONTAIN THE CONFLICT OR RESOLVE IT.
 A BASIC FEATURE IS CONFRONTATION OF THE CONFLICT.
 THERE ARE FOUR BASIC ELEMENTS IN INTERPERSONAL
CONFLICTS:
o THE CONFLICT ISSUE
o THE PRECIPITATING CIRCUMSTANCES
o THE CONFLICT-RELEVANT ACTS OF THE PRINCIPALS.
o CONSEQUENCES OF CONFLICT
 FOR ACCURATE DIAGNOSIS, IT IS ESSENTIAL TO KNOW THE
SOURCE OF CONFLICTS.
 CONFLICTS COULD BE
o SUBSTANTIVE
 DISAGREEMENTS OVER POLICIES / PRACTICES /
COMPETITIVE BIDS OVER THE SAME RESOURCES
/DIFFERING CONCEPTIONS OF ROLES 7 ROLE
RELATIONSHIPS
 REQUIRES PROBLEM-SOLVING & BARGAINING
BEHAVIOURS BETWEEN THE PRINCIPALS
o EMOTIONAL
 INVOLVES NEGATIVE FEELING BETWEEN THE
PARTIES
 REQUIRES RESTRUCTURING PERCEPTIONS &
WORKING THROUGH NEGATIVE FEELINGS

15.  THE TACTIC CONSISTS OF STRUCTURING CONFRONTATION &
DIALOGUE BETWEEN THE PRINCIPALS.
 THE INGREDIENTS OF PRODUCTIVE CONFRONTATION ARE AS
FOLLOWS:
o BOTH PARTIES SHOULD BE WILLING TO RESOLVE THE
DISPUTES
o THERE SHOULD BE POWER PARITY BETWEEN BOTH THE
PARTIES
o INITIATIVE & READINESS TO CONFRONT SHOULD OCCUR IN
CONCERT BETWEEN THE TWO PARTIES
o TIME MUST BE ALLOWED FOR WORKING THROUGH
NEGATIVE FEELINGS & CLARIFICATION OF POSITIVE
FEELINGS
o CONDITIONS SUPPORTING OPENNESS
o MAKE CERTAIN EACH CAN UNDERSTAND EACH OTHER.
o THERE SHOULD BE MODERATE STRESS ON THE PARTIES.
 MEETINGS SHOULD BE SET ON NEUTRAL TURF
 ALL INTERVENTION SHOULD BE TIME BOUND
 THE STEPS TO BE FOLLOWED IN TWO-PERSON CONFLICT
MANAGEMENT SESSIONS:
o THE POSITIVES
 WRITE DOWN WHAT WOULD YOU LIKE YOUR
RELATIONSHIP TO BE; &THE POSITIVE ATTRIBUTES
OF THE OTHER PERSON
 SHARE QUESTIONS OF CLARIFICATION. FOCUS ON
UNDERSTANDING
o SHARING OF PAIN /RESENTMENTS
 BEHAVIOUR OF THE OTHER PERSON OVER LAST 12
MONTHS, THAT CAUSES YOU PAIN / HURT / ANGER
/EMBARRASSMENT / RESENTMENT

16.  SEEK CLARIFICATION. ASK FOR SPECIFIC INCIDENTS,
& THEN DISCUSS
o CONTRACTING
 IT WOULD CONTRIBUTE TO MY EFFECTIVENESS
• IF YOU DID THE FOLLOWING THINGS MORE OR
BETTER
• IF YOU DID THE FOLLOWING THINGS LESS OR
STOPPED FROM DOING THEM
• IF YOU CONTINUED DOING THE FOLLOWING
THINGS
o SHARE
 NEXT ACTION STEPS
METHOD OF NEGOTIATION:
 ALSO CALLED PRINCIPLED NEGOTIATION
 FOLLOWING ARE THE METHODS:
o PEOPLE
 SEPARATE PEOPLE FROM THE PROBLEM
o INTEREST
 FOCUS ON INTEREST, & NOT ON POSITIONS
o OPTIONS
 GENERATE A VARIETY OF POSSIBILITIES BEFORE
DECIDING WHAT TO DO
o CRITERIA
 INSIST THAT THE RESULT SHOULD BE BASED ON
SOME OBJECTIVE STANDARD
ORGANIZATION MIRROR INTERVENTIONS
 IT IS A SET OF ACTIVITIES IN WHICH THE HOST GROUP, GETS
FEEDBACK FROM REPRESENTATIVES FROM SEVERAL OTHER
ORGANIZATIONAL GROUPS, ABOUT HOW IT IS PERCEIVED &
REGARDED

17.  AIMED AT IMPROVING RELATIONSHIPS BETWEEN GROUPS, &
INCREASE THE INTERGROUP WORK EFFECTIVENESS
 PROVIDES FEEDBACK EFFECTIVELY
 IT SHOULD BE FOLLOWED BY ACTION PLAN
PARTNERING
 USED WHEN CONFLICT EXISTS BETWEEN TWO OR MORE
ORGANIZATIONS
 INVOLVE THOSE MEMBERS, WHO HAVE A POSITIVE DISPOSITION
IN LIFE.
 THE HELP OF OD PRACTITIONER CAN BE TAKEN

18. LESSON 11
COMPREHENSIVE OD INTERVENTIONS 12TH September
CHARACTERISTICS:
 TOTAL ORGANIZATION IS INVOLVED.
 CULTURAL CHANGE IS ADDRESSED
 INTERVENTIONS ARE OF FOLLOWING TYPES:
o GETTING THE WHOLE SYSTEM IN THE ROOM
 IF WE GET ALL OF THE PEOPLE WITH CRUCIAL
INTERDEPENDENCIES TOGETHER TO WORK ON
MATTERS OF MUTUAL CONCERN, GOOD THINGS CAN
HAPPEN
 THE SAME PRINCIPLE CAN BE APPLIED IF THE
INTERNAL ENVIRONMENT IS NOT IN ALIGNMENT WITH
EXTERNAL ENVIRONMENT
o SEARCH CONFERENCES & FUTURE SEARCH CONFERENCES
 HAS THE THREE PHASES:
• ENVIRONMENTAL APPRECIATION
o CHANGES THAT ARE TAKING PLACE IN
THE WORLD AROUND US
o DESIRABLE & PROBABLE FUTURE
• SYSTEM ANALYSIS
o HISTORY OF THE SYSTEM
o ANALYSIS OF THE PRESENT SYSTEM
o DESIRABLE FUTURE FOR THE SYSTEM
• INTEGRATION OF SYSTEM & ENVIRONMENT
o DEALING WITH CONSTRAINTS
o STRATEGIES & ACTION PLANS

19. LESSON 12:
STRUCTURAL INTERVENTIONS:
 AIMED AT IMPROVING ORGANIZATIONAL EFFECTIVENESS
THROUGH CHANGES IN THE TASK, STRUCTURAL,
TECHNOLOGICAL & GOAL PROCESSES IN THE ORGANIZATION
 THE FOLLOWING ARE THE STRUCTURAL INTERVENTIONS:
o SOCIO-TECHNICAL SYSTEMS [STS]
 HAS TWO PREMISES:
1. EFFECTIVE WORK SYSTEMS MUST JOINTLY
OPTIMIZE THE RELATIONSHIP BETWEEN THEIR
SOCIAL & TECHNICAL PARTS
o SELF MANAGED TEAMS [SMT]
 CREATION OF SMT INVOLVES:
• PROVIDING TEAMS WITH GROUPING OF TASKS
THAT COMPRISES A MAJOR UNIT OF THE
TOTAL WORK TO BE PERFORMED
o WORK REDESIGN
 MOTIVATION & PERFORMANCE CAN BE ENHANCE
THROUGH REDESIGNING JOBS TO HEIGHTEN SKILL
VARIETY, TASK IDENTITY, TASK SIGNIFICANCE,
AUTONOMY, & FEEDBACK FROM THE JOB
o MBO APPRAISAL
 OBJECTIVES OR TARGETS SHOULD BE STATED IN
QUANTITATIVE TERMS WHENEVER IT IS POSSIBLE.
 GOAL SETTING & APPRAISAL SHOULD BE ONE-TO-ON
o QUALITY CIRCLES
 IT IS PARTICIPATIVE PROBLEM SOLVING AT THE
SHOP FLOOR LEVEL.

20.  TRAINING IS PROVIDED IN MEASURING TECHNIQUES /
GROUP DYNAMICS / TEAM LEADERSHIP /
INTERPERSONAL COMMUNICATION
o QUALITY OF WORK LIFE PROJECTS
 IT IS RE-STRUCTURING OF SEVERAL DIMENSIONS OF
THE ORGANIZATION
 PARTICIPATION & INVOLVEMENT OF EMPLOYEES IN
THEIR DAY TO DAY ACTIVITIES
 TRAIN EMPLOYEES IN PROBLEM-SOLVING
 ENCOURAGE SKILL DEVELOPMENT THROUGH JOB
ROTATION
o PARALLEL LEARNING STRUCTURES
• ORGANIZATIONS ESTABLISHED WITHIN
ONGOING ORGANIZATIONS
o PHYSICAL SETTINGS
 MAKING PHYSICAL SETTINGS CONGRUENT WITH OD
ASSUMPTIONS & OD PROCESS
o TQM
 INCLUDES:
• A HIGH EMPHASIS ON CUSTOMERS, INCLUDING
INTERNAL CUSTOMERS
• AN EMPHASIS ON TEAMS TEAMWORK, &
CONTINUOUS TRAINING
o RE-ENGINEERING
 NON CORE ACTIVITIES ARE ELIMINATED OR
OUTSOURCED
o THE SELF-DESIGN STRATEGY
 THE ORGANIZATION SHOULD BUILT-IN CAPACITY TO
TRANSFORM THEMSELVES TO ACHIEVE HIGH
PERFORMANCE IN TODAY’S COMPETITIVE &
CHANGING ENVIRONMENT

21.  CONSISTS OF:
• EDUCATION
• CLARIFICATION OF THE VALUES
• DIAGNOSING OF THE CURRENT STATE OF
ORGANIZATION USING VALUES
• CHANGES ARE THEN DESIGNED &
IMPLEMENTED IN AN ATTRACTIVE MANNER
o HIGH-INVOLVEMENT & HIGH PERFORMANCE WORK
SYSTEMS
 THE FEATURES ARE:
• DECENTRALIZATION OF DECISION MAKING
• USE OF SELF-MANAGEMENT-TEAM
• LINK REWARD TO INDIVIDUAL & TEAM
PERFORMANCE
• WIDELY SHARED INFORMATION
• PARTICIPATIVE & SHARED LEADERSHIP
• EXTENSIVE TRAINING
o LARGE SCALE SYSTEMS CHANGE, & ORGANIZATIONAL
TRANSFORMATION
 REQUIRES MULTIPLICITY OF INTERVENTIONS, OVER
AN EXTENDED TIME FRAME
 INCLUDES:
• RE-CONCEPTUALIZING THE NATURE OF
BUSINESS
• USE OF PARALLEL LEARNING STRUCTURE
• REDUCTION IN HIERARCHICAL LEVELS
• TEAM BUILDING & DEVELOPMENT, INCLUDING
THE USE OF CROSS FUNCTIONAL TEAMS
• SURVEY FEEDBACK
• EXTENSIVE USE OF TASK FORCES

22. • INTENSIVE LEADERSHIP TRAINING
LESSON 13
ISSUES IN CONSULTANT –CLIENT RELATIONSHIPS
THE FOLLOWING ISSUES SHOULD BE AVOIDED IN THE RELATIONSHIP:
 ENTRY CONTRACTING
o THE CLIENT ASKS FOR HELP; & THE CONSULTANT
VOLUNTEERS
o AGREEMENT IS MADE IN WRITING.
o TERMS & CONDITIONS INCLUDING PROFESSIONALS ARE
FINALIZED
 DEFINING THE CLIENT SYSTEM
o THE CLIENT COULD BE:
 THE CEO
 THE HR HEAD
 TRUST
o A GOOD DEAL ON INTERACTIONS TAKES PLACE BETWEEN
THE CLIENT & THE CONSULTANT TAKES PLACE. IN THE
PROCESS TRUST GETS BUILT IN
o CONFIDENTIALITY HAS TO BE MADE, IF TRUST IS TO BE
MAINTAINED
 THE NATURE OF CONSULTANTANT’S EXPERTISE
o THE CONSULTANT SHOULD BE AN EXPERT IN THE SENSE
OF BEING COMPETENT TO PRESENT A RANGE OF OPTIONS
OPEN TO THE CLIENT
o OD CONSULTANT SHOULD NOT PLAY THE ROLE OF AN
EXPERT FOR THE FOLLOWING REASONS:
1. THE OBJECTIVE OF AN OD EFFORT IS TO HELP THE
CLIENT SYSTEM TO DEVELOP ITS OWN RESOURCES.

23. THE EXPERT ROLE WILL CREATE DEPENDENCY, &
DOES NOT CREATE INTERNAL SKILL DEVELOPMENT
2. IN THE EXPERT ROLE, THE OD CONSULTANT WILL
HAVE TO DEFEND HIS RECOMMENDATIONS. IN THE
EXPERT’S ROLE, THE OD CONSULTANT WILL STOP
EXPLORING THE PROBLEM, & START GIVING
SOLUTIONS
3. AN EXPERT’S ROLE CREATES MISTRUST AMONG THE
EMPLOYEES. INSTEAD OF THE EMPLOYEES COMING
OUT WITH A SOLUTION TO THEIR PROBLEMS, THE OD
CONSULTANT STARTS PROVIDING THE SOLUTION
4. IF THE OD CONSULTANT PLAYS THE ROLE OF
EXPERT, THEN THE EXPECT THE CLIENT WILL EXPECT
MORE & MORE SUBSTANTIVE RECOMMENDATIONS,
THUS NEGATING THE OD CONSULTANT’S CENTRAL
MISSION WHICH IS TO HELP WITH PROCESS
o THE OD CONSULTANT SHOULD ACT AS AN EXPERT ON THE
PROCESS USED, & NOT ON THE TASK
 DIAGNOSIS & APPROPRIATE INTERVENTIONS
o THE OD CONSULTANT SHOULD AVOID THE TEMPTATION TO
APPLY THE INTERVENTION TECHNIQUE HE LIKES & THAT
HAS PRODUCED RESULTS IN THE PAST. THEREBY
COMPROMISE ON CAREFUL DIAGNOSIS. THE
INTERVENTIONS SHOULD BE APPROPRIATE TO THE
DIAGNOSIS, WHICH REQUIRES INTENSIVE LOOK AT THE
DATA
 DEPTH OF INTERVENTIONS:
o THERE ARE TWO CRITERIA FOR DETERMINING THE
APPROPRIATE DEPTH OF INTERVENTIONS:

24.  INTERVENTION SHOULD BE TO THE LEVEL NO
DEEPER THAN THAT REQUIRED TO PRODUCE
ENDURING SOLUTIONS TO THE PROBLEMS AT HAND
 TO INTERVENE AT A LEVEL NO DEEPER THAN THAT
AT WHICH THE ENERGY & RESOURCES OF THE
CLIENT CAN BE COMMITTED TO PROBLEM SOLVING &
TO CHANGE
 ON BEING ABSORBED BY THE CULTURE
o THE OD CONSULTANT SHOULD NOT GET SEDUCED INTO
JOINING THE CULTURE OF THE CLIENT ORGANIZATION
 THE CONSULTANT AS A MODEL
o THE OD CONSULTANT SHOULD PRACTICE WHAT HE
PREACHES
 THE CONSULTANT TEAM AS A MICROCOSM
o THE CONSULTANTS WORKING AS A TEAM CAN PROBABLY
BE VIEWED AS A MICROCOSM OF THE ORGANIZATION THEY
ARE TRYING TO CREATE
 ACTION RESEARCH & THE OD PROCESS
o THE VIABILITY OF OD EFFORTS & EFFECTIVENESS OF THE
CONSULTANTS MAY BE AT STAKE, UNLESS FEEDBACK
LOOPS RELATE TO VARIOUS INTERVENTIONS & STAGES IN
THE OD PROCESS, THE CHANGE AGENTS & THE
ORGANIZATIONS WILL NOT LEARN HOW TO MAKE THE
FUTURE OD INTERVENTIONS MORE EFFECTIVE
 CLIENT DEPENDENCY & TERMINATING THE RELATIONSHIP
o THE CONSULTANT SHOULD ASSIST THE CLIENT TO
INTERNALIZE SKILLS & INSIGHTS RATHER THAN CREATING
A PROLONGED DEPENDENCY RELATIONSHIP
 ETHICAL STANDARDS IN OD
o THE FOLLOWING WILL BE THE UNETHICAL ACTS OF AN OD
CONSULTANTS

25.  MISREPRESENTATION & COLLUSION
 MISUSE OF DATA
 MANIPULATION & COERCION
 VALUE & GOAL CONFLICTS
 TECHNICAL INEPTNESS
LESSON 14
SYSTEM RAMIFICATIONS:
HR, LEADERSHIP & INVOLVEMENT,
 OD EFFORTS & HR POLICIES & PRACTICES ARE INTERDEPENDENT
 OD EFFORTS HAVE IMPLICATIONS FOR STAFFING, REWARDS,
TRAINING & DEVELOPMENT, INDUSTRIAL RELATIONS, & OTHER
BROAD HR PROCESSES
RESISTANCE TO CHANGE EFFORTS:
 WHENEVER EMPLOYEES PERCEIVE POSSIBILITY OF LOSS OF
POSITION OR STATUS, INEQUITABLE TREATMENT OR LOSS OF
USE PRESENT COMPETENCIES OR THEY HAVE EXPERIENCED
DUPLICITY OR FUTILE EXTRA WORK IN PAST CHANGE EFFORTS,
RESISTANCE IS LIKELY TO EMERGE.
 THE MANAGEMENT SHOULD REASSURE PEOPLE AS CLEARLY AS
POSSIBLE ABOUT THOSE AREAS THAT PRESENT NO NEED FOR
CONCERN & THOSE AREAS LIKELY TO SEE BENEFITS, ALONG
WITH ESTABLISHING REALISTIC EXPECTATIONS ABOUT PAINS &
CHALLENGES THAT WILL OCCUR
LEADERSHIP & LEADERSHIP STYLES:
 BOTH EFFECTIVE LEADERSHIP & MANAGEMENT ARE ESSENTIAL
IF ORGANIZATIONS ARE TO BE SUCCESSFUL FOR THE LONG
TERM. THE LEADERSHIP BEHAVIOUR IS CRUCIAL TO

26. MAINTAINING THE MOMENTUM OF A CONTINUOUS IMPROVEMENT
EFFORT.
TRAINING & DEVELOPMENT OF CONSULTATION SKILLS
 TRAINING IS ESSENTIAL TO DEVELOP COMPETENCIES FOR THE
NEW ASSIGNMENTS PRECIPITATED BY MAJOR ORGANIZATIONAL
CHANGE.
REWARDS
 ORGANIZATION IMPROVEMENT PROCESS THAT DEPEND UPON
THE COOPERATION, TEAMWORK, CREATIVITY & INTENSIFIED
EFFORT OF ORGANIZATIONAL MEMBERS; THE ORGANIZATION
MUST PAY ATTENTION TO THE ALLOCATION OF REWARDS IF THE
PROCESS IS TO BE SUSTAINED & IF DYSFUNCTIONAL
CONSEQUENCES ARE TO BE MINIMIZED
CONSTRUCTIVE FEEDBACK
 EMPLOYEES SHOULD BE TAUGHT TO GIVE & RECEIVE FEEDBACK,
WHICH IS CONSTRUCTIVE
 FOLLOWING ARE THE GUIDELINES FOR GIVING FEEDBACK:
o IT SHOULD BE SOLICITED
o IT SHOULD BE IMMEDIATE
o IT SHOULD BE SPECIFIC
o IT SHOULD BE NON-JUDGMENTAL
STAFFING & CAREER DEVELOPMENT
 AN OD PROCESS CARRIES IMPLICATIONS FOR:
o SELECTION

27.  INVOLVE IN SELECTION, BOTH THE TEAM LEADER &
TEAM MEMBERS
o ORIENTATION & ASSIMILATION
 INTRODUCE THE NEW EMPLOYEE INTO THE NEW
CULTURE.
 ADDRESS THE ANXIETY
o CAREER DEVELOPMENT & PROGRESSION
 CAREER DEVELOPMENT IS ESSENTIAL, FOR THE
EMPLOYEES SHOULD ALSO SEE THEIR OWN GROWTH
ALONG WITH THE GROWTH OF THE ORGANIZATION
 THE ORGANIZATION SHOULD BELIEVE IN INTERNAL
RECRUITMENT FOR ALL ITS SENIOR POSITION
o SEPARATION:
 OD PROCESS SHOULD TEMPER THE IMPACT OF
DOWNSIZING
o CRISES:
 OD INTERVENTIONS CAN ALSO ASSIST
ORGANIZATION MEMBERS BY BECOMING SOCIALLY
RESPONSIBLE IN DEALING WITH CRISES LIKE FLOOD,
EARTHQUAKE, DEATH OF ANY MEMBER
o ORGANIZATIONAL JUSTICE
 A SHIFT IN TEAM & ORGANIZATIONAL CULTURE
TOWARD MORE OPENNESS & TOWARD MORE
OPENNESS & TOWARD MORE MUTUAL CONCERN
SHOULD, IN LARGE PART, FACILITATE THE AIRING OF
FELT INJUSTICES
 ESTABLISH PROCEDURES FOR HANDLING
COMPLAINTS & GRIEVANCES, PROTECTION AGAINST
PUNITIVE ACTION.
o LABOUR RELATIONS

28.  IN UNIONISED SETTING, THE RELATIONSHIP SHOULD
BE TOWARDS PROBLEM-SOLVING, MUTUAL-REWARD
KIND OF BARGAINING RELATIONSHIP
 PRODUCTIVITY BARGAINING & AGREEMENTS UNDER
QUALITY OF WORK LIFE [QWL] PROGRAMS ARE TWO
FORMS OF INTEGRATIVE BARGAINING.
MONETARY COSTS & SKILL DEMANDS
 FOR AN OD EFFORT TO BE SUCCESSFUL, THE TOP MANAGEMENT
SHOULD BE COMMITTED
 THEY SHOULD BE AWARE & REALIZE THAT THE DEVELOPMENT
OF THE TOTAL ORGANIZATION, INCLUDING DEVELOPMENT OF
HUMAN RESOURCES & THE SOCIAL SYSTEM IS A CONTINUOUS
PROCESS, & WORTHY OF AN ONGOING INVESTMENT
 THE NEW CULTURE IS LIKELY TO INCLUDE A COMMITMENT TO
EXAMINE ALL OF THE FORCES BEARING ON A PROBLEM OR
CHALLENGE INCLUDING ONE’S OWN IMPACT. THUS, WHILE THE
NEW CULTURE MAY BE, USUALLY IS, MORE EXCITING &
REWARDING, IT IS LIKELY TO BE MORE DIFFICULT &
CHALLENGING WELL

29. LESSON 15
POWER, POLITICS, & OD
THE ROLE OF POWER & POLITICS IN THE PRACTICE OF OD:
 OD ADDRESSES ISSUES OF POWER & POLITICS BY PROPOSING
THAT COLLABORATION, COOPERATION & JOINT PROBLEM-
SOLVING ARE BETTER WAYS TO GET THINGS DONE IN
ORGANIZATIONS THAN RELYING SOLELY ON BARGAINING &
POLITICS
 OD REPRESENTS AN APPROACH & METHOD TO ENABLE AN
ORGANIZATION MEMBERS TO GO BEYOND THE NEGATIVE FACE
OF POWER &POLITICS
ACQUIRING & USING POWER SKILL
 THE OD PRACTITIONER SHOULD USE OD VALUES & METHODS TO
SHOW POWER HOLDERS BETTER WAYS TO WIELD POWER FOR
THE GOOD OF THE ENTIRE ORGANIZATION
 THE TABLE BELOW SHOWS THREE MOST POWERFUL
STRATEGIES & HOW THEY RELATE TO INDIVIDUAL’S POWER
BASES
INDIVIDUAL POWER BASES STRATEGIES FOR SUCCESS
KNOWLEDGE: PLAYING IT STRAIGHT
1. EXPERTISE 1. USE DATA TO CONVINCE
2. INFORMATION 2. FOCUS ON TARGET GROUP
3. TRADITION 3. BE PERSISTENT
OTHER’S SUPPORT USING SOCIAL NETWORKS

30. 1. POLITICAL ACCESS 1. ALLIANCES & COALITIONS
2. STAFF SUPPORT 2. DEAL WITH DECISION MAKER
3. CONTACTS FOR INFORMATION
PERSONALITY GOING AROUND FORMAL SYSTEM
1. CHARISMA 1. WORK AROUND ROADBLOCKS
2. REPUTATION 2. DON’T USE ORGANIZATION RULES
3. PROFESSIONAL CREDIBILITY
 ONE OF THE MOST IMPORTANT WAYS OF GAINING POWER IN AN
ORGANIZATION IS BY ESTABLISHING A BROAD NETWORK OF
TASK & INTERPERSONAL RELATIONSHIP. NETWORK IS CRITICAL
TO EFFECTIVE PERFORMANCE, FOR NO ONE HAS NECESSARY
INFORMATION & RESOURCES TO ACCOMPLISH WHAT’S
EXPECTED OF HIM. NETWORKING IS USED TO INCREASE BOTH
PERSONAL & POSITION POWER.
 POWER IN USE IS CALLED AS INFLUENCE. INFLUENCE MEANS
SEEKING CONSENT OF OTHER TO WORK WITH YOU IN
ACCOMPLISHING THE OBJECTIVE. AND POWER IS CONVERTED
INTO INFLUENCE WHEN THE TARGET CONSENTS TO BEHAVE
ACCORDING TO DESIRES OF THE POWER HOLDER.
 THREE INFLUENCE STRATEGIES CAN BE USED TO INFLUENCE
OTHERS:
o REASON
 PERSUASION BY FACTS
o RECIPROCITY
 REFERS TO EXCHANGE OF FAVOURS
o RETRIBUTION
 REFERS TO COERCION & THREAT
PLANNED CHANGE, POWER, & POLITICS
 CHANGE ALWAYS INVOLVES POWER & POLITICS
 CHANGE BRINGS INSTABILITY, UPHEAVAL & UNCERTAINTY
 CHANGE MEANS NEW PATTERN OF POWER, INFLUENCE &
CONTROL, & CONSEQUENTLY HIGH STAKE OFFICE POLITICS.
 THAT’S WHY CHANGE IS SO HARD

31.  POWER & POLITICS REACH THEIR HIGHEST PITCH DURING
TRANSITION PERIOD. THAT’S WHY MANAGING A TRANSITION IS
ONE OF THE BIGGEST CHALLENGES OF LARGE SCALE CHANGE
EFFORTS
 TRANSITION ALWAYS INVOLVES THREE CHARACTERISTICS:
o INSTABILITY
 FUTURE IS UNKNOWN
o UNCERTAINTY
 NO ONE HAS THE ANSWERS
o STRESS
 RESULT OF INSTABILITY & UNCERTAINTY IS STRESS:
FOR BOTH LEADERS & FOLLOWERS
 THE FOLLOWING ARE THE ACTION PLANS TO FOR
MANAGING THE TRANSITION STAGE:
o BUILD THE SUPPORT OF KEY POWER GROUPS
o USE THE LEADER BEHAVIOUR TO GENERATE SUPPORT
o USE SYMBOLS & LANGUAGES DELIBERATELY
o DEFINE POINTS OF STABILITY
o CREATE DISSATISFACTION WITH THE CURRENT STATE
o BUILD PARTICIPATION IN PLANNING & IMPLEMENTING
CHANGE
o REWARD BEHAVIOUR IN SUPPORT OF CHANGE
o PROVIDE PEOPLE TIME & OPPORTUNITY TO DISENGAGE
FROM THE OLD
o DEVELOP & COMMUNICATE A CLEAR IMAGE OF THE
FUTURE STATE
o USE MULTIPLE LEVERAGE POINTS
o DEVELOP TRANSITION MANAGEMENT STRUCTURES
o COLLECT & ANALYSE FEEDBACK

32. LESSON 16
THE FUTURE & OD
 ENORMOUS OPPORTUNITY & POTENTIAL EXISTS FOR THE OD
MOVEMENT IN THE FUTURE
 ORGANIZATIONS THROUGHOUT THE WORLD NEED UNIQUE HELP
THAT CAN BE PROVIDED BY HIGHLY TRAINED INTERVENTIONS
USING PEOPLE-ORIENTED, ACTION RESEARCH APPROACHES
 THE FUTURE OF OD IS BRIGHT, AS LONG AS THE HIGH QUALITY,
HARD WORK OF THE PAST CONTINUES, & PROVIDING IT DOES
NOT BECOME FASHIONABLE FOR TOP LEADERS TO REVERT TO
AUTOCRATIC OR CAPRICIOUS PRACTICES IN TIMES OF HIGH
TURBULENCE OR CRISIS.
 MUCH CHALLENGING, DIFFICULT WORK REMAINS TO BE DONE,
BUT ALSO GREAT FUN & MANY REWARDS IN WORKING WITH
PEOPLE IN MAKING THEIR ORGANIZATION MORE SUCCESSFUL &
SATISFYING.
 OD IS REALLY ABOUT PEOPLE HELPING EACH OTHER TO
UNLEASH THE HUMAN SPIRIT & HUMAN CAPABILITY IN THEIR
WORKPLACE
THE END
THANK YOU FOR YOUR PATIENT LISTENING
STRUCTURAL INTERVENTIONS:
 SOCIO-TECHNICALNSYSTEMS / WORK RE-DESIGN / QWL / TQM
 RE-ENGINERING

33. COMPREHESIVE INTERVENTION
 GRID OD / CONFRONTATION MEETING
ORGANIZATION POWER & POLITICS & ITS IMPACT ON OD
OD CONSULTANT
 CHOOSING THE ODCONSULTANT
 ROLE OF THE OD CONSULANT
 COMPETENCIES OF OD CONSULTANT
 ETHICAL ISSUES