Oc 6440 designing interventions

1. Organization Development and Change
Thomas G. Cummings
Christopher G. Worley
Designing Interventions

2. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
9-2
Learning Objectives
for Chapter Nine
• To discuss criteria for effective
interventions
• To discuss issues, considerations,
constraints, ingredients, and processes
associated with intervention design
• To give an overview of the various
interventions used in the book

3. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
9-3
Definition of Interventions
An intervention is a set of sequenced and
planned actions or events intended to help the
organization increase its effectiveness.
Interventions purposely disrupt
the status quo.

4. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
9-4
Characteristics of
Effective Interventions
• Is it relevant to the needs of the organization?
– Valid information
– Free and Informed Choice
– Internal Commitment
• Is it based on causal knowledge of intended
outcomes?
• Does it transfer competence to manage
change to organization members?

5. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
9-5
The Design of
Effective Interventions
• Contingencies Related to the
Change Situation
• Readiness for Change
• Capability to Change
• Cultural Context
• Capabilities of the Change Agent

6. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
9-6
The Design of
Effective Interventions
• Contingencies Related to the
Target of Change
• Strategic Issues
• Technology and structure issues
• Human resources issues
• Human process issues

7. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
9-7
Intervention Overview
• Human Process Interventions
• Technostructural Interventions
• Human Resources Management
Interventions
• Strategic Interventions

8. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
9-8
Human Process Interventions
• Coaching
• Training and Development
• Process Consultation and Team Building
• Third-party Interventions (Conflict
Resolution)
• Organization Confrontation Meeting
• Intergroup Relationships
• Large-group Interventions

9. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
9-9
Technostructural Interventions
• Structural Design
• Downsizing
• Reengineering
• Employee Involvement
• Work Design

10. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
9-10
Human Resources
Management Interventions
• Goal Setting
• Performance Appraisal
• Reward Systems
• Career Planning and Development
• Managing Work Force Diversity
• Employee Stress and Wellness

11. Cummings & Worley, 8e
(c)2005 Thomson/South-Western
9-11
Strategic Interventions
• Integrated Strategic Change
• Mergers and Acquisitions
• Alliances and Networks
• Culture Change
• Self-designing Organizations
• Organization Learning and Knowledge
Management