An Experiential Approach to Organization Development 7 th edition Chapter 9 Slide 1 Chapter 9 Employee Empowerment and Interpersonal Interventions

An Experiential Approach to Organization Development 7 th edition Chapter 9Slide 1

Chapter 9Chapter 9

Employee Empowerment

and Interpersonal

Interventions

An Experiential Approach to Organization Development 7 th edition

Chapter 9Slide 2

Learning Objectives

Recognize need for employee empowerment.

Experience dynamics in communication.

Practice giving and receiving feedback on

your personal communication style.

Describe career life planning and stress

management.


Chapter 9Slide 3

Changing Michael Dell’s DNA(part 1 of 2)

Michael Dell manages with determination.

Recent survey of Dell’s employees revealed

problems.

Half of employees would leave if given the

chance.

Felt M. Dell was impersonal.


Chapter 9Slide 4

Changing Michael Dell’s DNA(part 2 of 2)

M. Dell went before management team and

offered honest self-critique.

He promised to build tighter relationship with his

team.

Videotape of meeting shown to every manager

in company.


Chapter 9Slide 5

Empowering the Individual(part 1 of 2)

Empowerment is giving employees power to

make decisions about work.

Power and decision making delegated to lower

levels of employees.

Interventions aimed at enhancing development

of individual members.


Chapter 9Slide 6

Empowering the Individual(part 2 of 2)

Interventions include:

Helping organization members improve

communications.

Interpersonal skills.

Managerial performance.


Chapter 9Slide 7

Employee Empowerment

The individual is one of the most critical

elements in any large-scale organizational

change.


Chapter 9Slide 8

Central to Empowerment Is:

Delegation of power and decision-making to

lower levels.

Promulgation of shared vision of future.

Engaging employees so they develop sense

of pride and responsibility.


Chapter 9Slide 9

Empowerment (part 1 of 3)

Employees are more proactive and self-

sufficient.

Individual is one of most critical elements in

change.

Purpose is for individual’s purpose and vision

congruent with the organization’s.


Chapter 9Slide 10


In many organizations empowerment is basic

cornerstone of change.

GE has company wide version they call work-

out.


Chapter 9Slide 11


Empowerment concepts interwoven through OD

interventions including:

• Team and system interventions.

• Total quality management.

• Self-managed work teams, learning

organizations.

• High-performance systems.


Chapter 9Slide 12

Laboratory Learning (part 1 of 2)

Sometimes called encounter groups, sensitivity

training, and training groups.

Involves using a group as laboratory for

discovering cause-and-effect relations in

interpersonal communications.


Chapter 9Slide 13

Laboratory Learning (part 2 of 2)

Usually includes 10 to 12 participants who do

not know one another and 1 or 2 experienced

facilitators.

Recently it is used less as an OD technique.


Chapter 9Slide 14

Objectives of Laboratory Learning Include:

Insights into managerial and personal style.

Determine impact upon others.

Awareness of group functioning.

Analyzing and coping with change.


Chapter 9Slide 15

The Johari Window Model

Communication is critical in determining

effectiveness of organizations.

Johari Window Model is technique for

identifying interpersonal communication style.

Model presents 2 dimensional, 4 cell figure

based on interaction of self and others.


Chapter 9Slide 16

Figure 9.1The Johari Window


Chapter 9Slide 17

Four Areas of Johari Window(part 1 of 2)

1. Public area - behavior, thoughts, and

feelings which are known both to the person

and to others.

2. Blind area - aspects of the self not known to

oneself but readily apparent to others.


Chapter 9Slide 18

Four Areas of Johari Window(part 2 of 2)

3. Closed area - behaviors and feelings know

only to oneself but not to others.

4. Unknown area - aspects of self not known to

oneself or others.


Chapter 9Slide 19

Disclosure and Feedback of Johari Window

Disclosure involves open disclosure of one’s

feelings, thoughts, and feedback to others.

Feedback is behavioral process used to enlarge

public area and reduce blind area.


Chapter 9Slide 20

Our Changing World: Joint Ventures, Mergers, and

Part-Ownership (part 1 of 3)

Auto industry is good example of joint ventures,

mergers, and acquisitions.

• Toyota and General Motors.

• Chrysler and Daimler Benz.

• Nissan and Renault.

• Mazda and Ford.


Chapter 9Slide 21

Our Changing World (part 2 of 3)

Trust and cooperation between Mazda and

Ford is part of the joint venture.

• They cooperate on new vehicles and

exchange information.

• Information that is shared is

complementary.


Chapter 9Slide 22

Our Changing World (part 3 of 3)

Some principles they use are:

• Meet often at all levels.

• A third party settles disputes.

• Anticipate cultural differences.

Open, honest communication is key.

Their relationship can define a Johari Window.


Chapter 9Slide 23

Transactional Analysis

Model for analyzing human behavior using

familiar terminology.

Structural analysis is useful to understand how

we get to be who we are.


Chapter 9Slide 24

Ego States of TA (part 1 of 2)

Person has 3 sources of behavior called ego

states:

Parent - behaviors copied from parental

figure.

Adult - behaviors involving objective facts.

Child - behaviors retained from childhood.


Chapter 9Slide 25

Figure 9.2Ego States


Chapter 9Slide 26

Ego States of TA (part 2 of 2)

All 3 ego states exist within everyone.

Each ego state necessary for well-integrated

personality.

Can enable person to better understand values,

behaviors, and thoughts.

Awareness can help to improve one’s

effectiveness in an organization.


Chapter 9Slide 27

Understanding Transactional Theory

A transaction is basic unit of communication.

Every interaction among people involves

transaction between ego states.


Chapter 9Slide 28

Transactions Are Classified As:

Complementary.

Crossed.

Ulterior.


Chapter 9Slide 29

Complementary Transaction

Occurs when a message sent from one ego

state receives an expected response from

other person’s appropriate ego state.


Chapter 9Slide 30

Figure 9.3 aComplementary Transaction


Chapter 9Slide 31

Crossed Transaction

Occurs when a message from one ego state

receives response from inappropriate or

unexpected ego state.


Chapter 9Slide 32

Figure 9.3 bCrossed Transaction


Chapter 9Slide 33

Ulterior Transaction

Involves two ego states simultaneously:

The literal words of the transaction, which

may mean one thing.

And the underlying intent, which may mean

something entirely different.


Chapter 9Slide 34

Figure 9.3 cUlterior Transaction


Chapter 9Slide 35

Strokes in TA Are Recognition

Stroke is any form of recognition including

physical, verbal, and visual.

Strokes are conditional and unconditional.


Chapter 9Slide 36

Conditional and Unconditional Strokes

Conditional strokes tied to some type of

performance by receiver of stroke.

Unconditional strokes are given with no strings

attached.

Both types of strokes are appropriate.


Chapter 9Slide 37

Positive, Negative, and Crooked Strokes

Strokes in TA may be:

Positive.

Negative.

Crooked.


Chapter 9Slide 38

Positive Strokes

Transactions that provide expected response

and reassure a person’s worth.

Results in a “You’re OK” feeling.


Chapter 9Slide 39

Negative Strokes

Critical transactions resulting in unexpected,

unreassuring response.

Results in “You’re not OK” feeling.


Chapter 9Slide 40

Crooked Strokes

Transactions that have double meaning.

Transmits message different from words a

person uses.


Chapter 9Slide 41

Psychological Positions and Scripts

Psychological position is person’s general

outlook on life.

It is how he or she relates to others.


Chapter 9Slide 42

4 Psychological Positions (part 1 of 2)

I’m OK, you’re OK. - acceptance of self and

others, a healthy outlook.

I’m OK, you’re not OK. - tendency to mistreat,

blame, and put down others.


Chapter 9Slide 43

4 Psychological Positions (part 2 of 2)

I’m not OK, you’re OK. - feelings of low self-

esteem or lack of power compared to others.

I’m not OK, you’re not OK. - feelings of low

self-esteem and loss of interest in living, with

feelings of confusion and depression.


Chapter 9Slide 44

Authentic Communication and Relationships of TA

TA emphasizes open communications.

Provides framework for examining how people

communicate and work.

Adult-to-adult transactions help develop

employee involvement and empowerment.


Chapter 9Slide 45

Career Live Planning Interventions

Help individuals better manage their career.

Process of choosing occupational,

organizational, and career paths.


Chapter 9Slide 46

Steps in Career Life Planning (part 1 of 2)

1. Prepare set of career life goals.

2. Go through the list to test for reality,

determine priorities, and look for conflicting

goals.


Chapter 9Slide 47

Steps in Career Life Planning (part 2 of 2)

3. Make list of important accomplishments and

things that made participant feel satisfied.

4. Work through list in Step 3 looking for

conflicts.

5. Prepare detailed plan of action.


Chapter 9Slide 48

Stress Management and Burnout

Stress is interaction between individual and

environment.

Characterized by emotional strain affecting

person’s physical and mental condition.

Excessive work and personal stress can

become dysfunctional.


Chapter 9Slide 49

Stress Requires 2 Simultaneous Events

1. External event (stressor).

2. Emotional or physical reaction to the

stressor such as:

• Fear

• Anxiety

• Muscle tension

• Increased heart rate


Chapter 9Slide 50

Major Sources of Stress

On-the-job activities.

Events occurring away from work.

The two interrelated and complex issues.


Chapter 9Slide 51

Potential Stressful Work Activities Include

Change in policy.

Reorganization.

Unexpected changes in

schedules.

Conflicts with other

people.

Lack of feedback.

Not enough time to

perform duties.

Lack of participation.

Job ambiguities.


Chapter 9Slide 52

Job Burnout

Emotional exhaustion and reduced

accomplishment experienced by those who

do “people work.”

Response to chronic emotional strain of dealing

extensively with other human beings.


Chapter 9Slide 53

Stress Management Interventions

(part 1 of 6)

Helps individuals cope with negative outcomes

of exposure to stress.

Interventions include:

• Wellness programs.

• Relaxation techniques.

• Career life planning.

• Stress management

training.

• Job burnout seminars.


Chapter 9Slide 54


(part 2 of 6)

Wellness Program

Helps employees to improve diet and exercise,

sometimes providing company-built training

facilities.


Chapter 9Slide 55


(part 3 of 6)

Relaxation Techniques

Two commonly used techniques are

biofeedback and meditation.


Chapter 9Slide 56


(part 4 of 6)

Career Life Planning

Sessions may be one-to-one or group sessions.


Chapter 9Slide 57


(part 5 of 6)

Stress Management Training

Instruction in time management, goal setting,

relaxation techniques, and conflict resolution.


Chapter 9Slide 58


(part 6 of 6)

Seminars on Job Burnout

Workshops to help employees understand

nature and symptoms of job problems.


Chapter 9Slide 59

OD in Practice: Health And Wellness at J&J (part 1 of 3)

Live for Life (LIF) is health promotion of J & J.

Total immersion approach that includes:

• Weight control.

• Stress management.

• Fitness.

• Smoking cessation.

• Nutrition.


Chapter 9Slide 60

OD in Practice (part 2 of 3)

J&J altered work environment.

Programs fall into 4 broad areas:

Employee Assistance.

Proactive Health Assessments.

Workplace Health.

Wellness and Fitness Services.


Chapter 9Slide 61

OD in Practice (part 3 of 3)

The results: lowered medical expenses and

achieved improvements in health.

LIF program compatible with corporate credo.

Credo stresses honesty, integrity, and putting

people before profits.


Chapter 9Slide 62

Key Words and Concepts

Biofeedback - instruments record brain wave,

heart, etc. which enable people to control

nervous system reactions and stress.

Career life planning - matching career and life

goals.


Chapter 9Slide 63

Complementary transaction – message sent from

ego state receives expected response from other

person’s appropriate ego state.

Crooked stroke – transmits message different from

words that person uses.

Crossed transaction - occurs when message from

one ego state receives response from

inappropriate state.


Chapter 9Slide 64

Disclosure - used in Johari Window model to

enlarge public area.

Ego states - sources of behavior used to

describe feelings and behaviors of parent,

adult, and child .

Empowerment - delegates power to lower

levels to engage all employees.


Chapter 9Slide 65

Fade out - occurs in laboratory learning when

participants return to work organizations.

Feedback - process used to enlarge public

area and reduce blind area.

Job burnout - response to emotional strain of

dealing extensively with other human beings.


Chapter 9Slide 66

Johari Window Model - model for identifying

communication style.

Laboratory learning - uses group as

laboratory for discovering relations in

interpersonal communication.

Meditation - relaxation technique to reduce

stress.


Chapter 9Slide 67

Negative strokes - results in unexpected

response with “You’re not OK” feeling

Positive strokes - provide expected response

and reassure a person’s worth.

Psychological positions - feelings lead to

positions toward oneself and others.


Chapter 9Slide 68

Psychosocial system - includes relationships

and behavioral patterns of members.

Stress - emotional strain affecting person’s

physical and mental condition.

Stress management intervention - methods to

help individual deal with stress.


Chapter 9Slide 69

Stressors - events that create state of disequilibrium

within individual.

Stroking - form of recognition of one person by

another.

Structural analysis - used to understand the 3 ego

states.

Transaction - interaction between people involving

communication between ego states.


Chapter 9Slide 70

Transactional analysis - relationship model for

people to understand themselves better.

Ulterior transaction - involves 2 ego states in

people sending messages which may have

underlying meanings.

Wellness programs - stress reduction

programs such as physical fitness and

nutrition counseling.


Chapter 9Slide 71

Preparations for Next Chapter

Read Chapter 10.

Complete Steps 1 and 2 of OD Skills

Simulation 10.1.

Complete Step 1 of OD Skills Simulation

10.2A before class but after finishing OD

Skills Simulation 10.1.

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An Experiential Approach to Organization Development 7 th edition Chapter 9 Slide 1 Chapter 9 Employee Empowerment and Interpersonal Interventions