An Experiential Approach to Organization Development 7 th edition Chapter 11 Slide 1 Chapter 11 Intergroup Development Interventions

An Experiential Approach to Organization Development 7 th edition Chapter 11Slide 1

Chapter 11Chapter 11

Intergroup Development

Interventions

An Experiential Approach to Organization Development 7 th edition

Chapter 11Slide 2

Learning Objectives (part 1 of 2)

Identify problems of intergroup conflict and

suboptimization.

Experience negative effects of competition on

organization effectiveness.


Chapter 11Slide 3

Learning Objectives (part 2 of 2)

Observe and develop strategies for

collaborative intergroup relations.

Diagnose causes of cooperative versus

competitive group relations.


Chapter 11Slide 4

Power to the People Who Make the Hogs (part 1 of 3)

HD’s Kansas City plant empowers teams to:

• Make their schedules and work rules.

• Train new workers and evaluate workers.

• Manage plant’s operating budget.

• Approve plant strategies.


Chapter 11Slide 5


Plant’s structure centers around employees.

Work teams of 8 to15 members.

Group sends member to operating group.

Four operating groups oversee its division.

Operating group elects representative to Plant

Leadership Group.


Chapter 11Slide 6


The plant is open and does not have walls for

offices.

Productions workers receive financial rewards

based on the performance of the plant.


Chapter 11Slide 7

Changing Relationships in Today’s Organizations

Managers concentrate efforts on shared

responsibilities among work teams.

Organizations create situations of team

interdependence.

OD interventions aim at developing effective

working methods between teams.


Chapter 11Slide 8

Collaboration and Conflict

Organizations need cooperation to be effective.

Differences in objectives and values between

groups.

Conflict is inevitable between groups.

Dysfunctional conflict reduced through

intergroup interventions.


Chapter 11Slide 9

Our Changing World: Prototype for DaimlerChrysler (part 1 of 3)

Daimler-Benz AG and Chrysler Corp. to form

DaimlerChrysler has entailed challenges.

Indications of a financial flop.

The 2 have different skills and specialties.

Instead of collaborating, Mercedes and Chrysler

groups often compete.


Chapter 11Slide 10

Our Changing World (part 2 of 3)

M-Class plant in Alabama provides prototype.

Old rules on how to manage thrown out.

Plant uses open style offices.

Gain sharing used in incentive program.

Dress for all is casual.

All eat in one cafeteria.


Chapter 11Slide 11

Our Changing World (part 3 of 3)

Plant’s design helped establish culture of

teamwork and open communication.

Each team has a leader.

Team member can do work of other members.

A team at a station can do work of stations

before and behind them.


Chapter 11Slide 12

Intergroup Operating Problems

Group conflict depends on:

How incompatible the goals are.

Extent to which resources are scarce and

shared.

Degree of interdependence of task activities.


Chapter 11Slide 13

Figure 11.1Factors Involved in Conflict


Chapter 11Slide 14

Suboptimization

Suboptimization occurs when group optimizes

its own subgoals but loses sight of larger

organizational goals.

Intergroup competition involves groups with

conflicting purposes or objectives.


Chapter 11Slide 15

Role Conflict and Role Ambiguity

Role conflict occurs when individual belongs to

2 or more groups whose goals are in conflict.

Role ambiguity exists when individual of group

not clear about his/her functions and goals.


Chapter 11Slide 16

Cooperation Versus Competition (part 1 of 2)

Mixed research results on competition and

cooperation among groups.

Members of competitive groups have more self-

esteem for their groups.


Chapter 11Slide 17

Cooperation Versus Competition (part 2 of 2)

Groups competing with one another more highly

oriented toward accomplishing task, but no

evidence of increased productivity.

Cooperation promotes productivity between

groups when task is complicated and requires

coordination.


Chapter 11Slide 18

OD in Practice: General Mills Looks to Extreme Teams (part 1 of

2)

General Mills (GM) improved teams by looking

for examples outside company.

GM looks at teams that dissect their operations,

analyze them, change them, and put them

back together.


Chapter 11Slide 19

OD in Practice (part 2 of 2)

Examination of NASCAR pit crews helped

production operations.

Cross-team cooperation examined between

SWAT teams.

GM replaced separate performance goals for

engineering, purchasing, and production with

single set of goals.


Chapter 11Slide 20

Managing Conflict

Organizational conflict does not need to be

eliminated but instead managed.

Diagnosing conflict involves learning basic

conflict styles used in dealing with conflict:

• Desire to satisfy self.

• Desire to satisfy others.


Chapter 11Slide 21

Figure 11.2Conflict Styles


Chapter 11Slide 22

Five Styles of Cooperative Versus Assertive Behavior: (part 1

of 2)

1. Avoiding - low concern for self and others.

2. Obliging - low concern for self, high concern

for others.

3. Dominating - high concern for self, low

concern for others.


Chapter 11Slide 23

Five Styles of Cooperative Versus Assertive Behavior: (part 2

of 2)

4. Compromising - moderate concern for self

and others.

5. Integrating - high concern for self and

others.


Chapter 11Slide 24

Techniques to Deal with Intergroup Problems

Deal with conflicts openly to manage tensions.

OD techniques include:

• Third-party consultation.

• Organization mirror.

• Intergroup team building.


Chapter 11Slide 25

Third-Party Consultation

Uses third party, usually outside practitioner, to

help open communications, level power, and

confront problems between groups.

Third party provides diagnostic insight and is

source of emotional support and skills.


Chapter 11Slide 26

Organization Mirror

Gives feedback to teams on how other

elements of organization view them.

Units meet together to process data with

objective of identifying problems and

formulating solutions.


Chapter 11Slide 27

Intergroup Team Building (part 1 of 2)

Key members work on issues of interface.

Meeting usually involves following 5 steps:

Step 1. Working separately, the two work groups

make three lists:

• How we see ourselves.

• How we think other group sees us.

• How we see other group.


Chapter 11Slide 28

Intergroup Team Building (part 2 of 2)

Step 2. Meeting with other group, person from

each group presents their lists.

Step 3. Groups meet separately to discuss.

Step 4. Subgroups formed by mixing members

of two groups. Develop action plans.

Step 5. A follow-up evaluation meeting held.


Chapter 11Slide 29

Table 11.1Sample Intergroup Meeting Listing


Chapter 11Slide 30

Key Words and Concepts

Avoiding Style - manages conflict by

withdrawing.

Boundaryless - a GE term that refers to

reducing conflict between divisions and

departments.


Chapter 11Slide 31

Compromising style - manages conflict by

seeking compromise between parties.

Confrontation - parties directly engage each

other and focus on conflict.

Dominating style - manages conflict by

attaining personal objectives and ignoring

needs of others.


Chapter 11Slide 32

Integrating style - conflict style where there is

high concern for self and others.

Interdependence - performance of one group

contingent upon another group.

Interfaces - meeting point between groups.


Chapter 11Slide 33

Intergroup competition - emerges when group

pursues one goal while directly opposing

values that exist in another group.

Intergroup interventions - increase

cooperation among organization subsystems.


Chapter 11Slide 34

Intergroup team building - key members of

conflicting groups meet to work on issues of

interface.

Meta goals - superordinate organization

goals.

Obliging style - manages conflict by showing

concern for people satisfactions and

smoothing over conflicts.


Chapter 11Slide 35

Open loop - elements of organization

operating without feedback.

Organization mirror - gives work units

feedback on how other elements of

organization view them.

Role ambiguity - members of group not clear

about their functions and goals.


Chapter 11Slide 36

Suboptimization - group optimizes own goals

but loses sight of larger organization goals.

Team interdependence - performance of one

group contingent upon another group.

Third-party interventions - increases

communication and intergroup problem

solving using outside practitioner.


Chapter 11Slide 37

Preparations for Next Chapter

Read Chapter 12.

Complete Step 1 of OD Skills Simulation

12.1.

Complete Step 1 of OD Skills Simulation

12.2.

Read and analyze Case: Western Utilities

Company.

Documents

An Experiential Approach to Organization Development 7 th edition Chapter 11 Slide 1 Chapter 11 Intergroup Development Interventions