18 examples of OD interventions

18 examples of OD interventions Organizational development is complex. It is a technical field, and so are the interventions. we will go through 18 organizational development interventions. This list is far from exhaustive. It aims to help you grasp this vast topic better, and understand how OD relates to core HR functions.

Typically, a classification of OD interventions would include human process interventions, techno structural interventions, HRM interventions, and strategic change interventions.

Human Process Interventions Human process interventions are change programs that relate to interpersonal relations, group, and organizational dynamics. These are some of the earliest and best-known OD interventions.

1. Individual interventions. These interventions are targeted to the individual, often aimed at improving communication with others. An employee is coached on interpersonal behaviors that are counterproductive.

2. Group interventions. These interventions are aimed at the content, structure, or process of the group. The content is what the group is focused on. The structure is how a group is designed to act on the content. The process is the way in which the group carries out its core tasks. For example, a contact center focuses on taking complaints from customers. The contact center has a hierarchical structure with a director, managers, and customer service staff. The contact center’s process is to record as quickly as possible, all complaints. Only certain percentages are escalated to management depending on how serious and complex, a complaint is.

3. Third-party interventions. Third-party interventions are often used when there are conflicts. Not all conflicts are bad, but bad conflicts should be resolved quickly. The third-party intervention helps to control and resolve the conflict. Often, the third party is the OD consultant.

4. Team building. Team building is the best-known OD intervention. It refers to activities that help groups improve the way they accomplish tasks. Examples of team-building activities are volunteering, team sports, and Pictionary.

5. Organizational confrontation meeting. A confrontation meeting aims to identify problems and improvement targets, and set priorities. It is a starting point for addressing identified problems, across your organization.

6. Intergroup relations interventions. Intergroup interventions are aimed at diagnosing and understanding in-group relations. Similarly, problems are identified and priorities and improvement targets are set, before working on the identified issues.

7. Large-group interventions. These interventions are somewhat in the middle, of confrontation and intergroup interventions. The aim is to bring a large number of organization members and other stakeholders together. Internal and external stakeholders work together collaboratively. Large-group

interventions may address organization-wide problems, or implement changes of structure or direction.

For example, if you run a care home, you would seek feedback from service users, relatives, and staff on ways to improve the quality of life for residents. This could be starting new activities or changing the menu options. They are often referred to as “open space meetings”, “world cafes”, “future searches”, and “appreciative inquiry summits”.

Technostructural Interventions Technostructural interventions refer to change programs aimed at the technology and structure of the organization. These are becoming increasingly relevant to today’s technological landscape, with rapidly changing markets.

8. Organizational (structural) design. The functional structure of the organization is key to how it will operate. You are likely familiar with the classical hierarchical organizational chart. This is referred to as the functional structure. Other structures are divisional, matrix, process, customer-centric, and network.

Key activities in organizational design are reengineering and downsizing. This involves rethinking the way work is done, preparing the organization, and restructuring it around the new business processes.

9. Total quality management. Total quality management is also known as continuous process improvement, lean, and six-sigma. It grew out of a manufacturing emphasis on quality control. It places customer satisfaction as central to the long-term success of an organization. To achieve this there is a strong focus on total employee involvement in the continuous improvement of products, processes, and workplace culture. Companies such as car manufacturer Toyota and phone manufacturer Motorola, use this intervention.

10. Work design. All work should be done in order to achieve outcomes. These outcomes vary across organizations. Work can be designed to achieve an outcome as quickly as possible. Or, emphasis may be placed on employee satisfaction (which can lead to a higher quality of outcome, but often this is more costly). Depending on which approach your organization chooses, the skills needs will differ. Designing work in a way that leads to optimum productivity is called work design.

11. Job enrichment. Job enrichment is part of work design. The goal here is to create a job that is interesting and challenging for the person doing it. Examples of factors to be taken into account are skill variety, task identity, autonomy, and feedback.

Human Resource Management Interventions These are organizational development techniques that focus on the way the individual is managed.

Many of these are part of HRM functions.

12. Performance management. Good performance management includes techniques such as goal setting, performance appraisal, and reward systems.

13. Developing talent. This includes talent management practices like coaching & mentoring, career planning, development interventions, and management and leadership development.

14. Diversity interventions. Diversity is a source of innovation. This includes age, gender, race, sexual orientation, disabilities, and culture, and value orientation. These OD intervention techniques are aimed at increasing diversity.

15. Wellness interventions. Employee wellness interventions include stress management programs, and employee assistance programs. They address social factors and aim for a healthy work-life balance.

Strategic Change Interventions These organizational development techniques focus on the change processes that shake the organization to its core. The OD department plays a crucial part in executing on this change.

16. Transformational change. This is a process that involves changing the basic character of the organization, including how it is structured and the way it operates. For example, Nintendo is famous for video games. However, the company was founded in 1889 to create card games. Due to changes in consumer interests, Nintendo shifted to electronic toys, and later video games, from the 1970s.

17. Continuous change. Continuous change is an intervention that enables organizations to improve gradually, by making small incremental changes. A popular example is the learning organization. This approach places more importance on learning from mistakes and failures, than punishing them.

18. Transorganizational change. Transorganizational change involves change interventions that move beyond a single organization. This includes mergers, allying, acquisitions, and strategic networking. A common type of transorganizational change is when a company buys, or merges with, a competitor.

As we mentioned, this is not an exhaustive list. Techniques like financial planning, long-range forecasting, integrating technology, workforce planning, and designing appraisal systems can be added, as well as many, many more.

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