Group Presentation Organisational Development Interventions

7/31/2019 Group Presentation Organisational Development Interventions

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ORGANISATIONALDEVELOPMENT

INTERVENTIONS

HUMAN PROCESS

INTERVENTIONS


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OD


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Case Study- United Nations

Application of OD Human Process InterventionsTo address resolution of interpersonal conflictsorganization wide.

Background

The UN has immunity from local jurisdiction andcannot be sued in National courts.

Requirement for Conflict resolution mechanism.

For interpersonal and staff-management disputes,including those that involve disciplinary action


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Statement of the Problem

Internal justice system handled within the DOM, the same Dept. that makes

decisions on HR and disciplinary matters.

A peer-review system, where staff volunteered to serve on the Joint AppealsBoards (JABs) and Joint Disciplinary Committees (JDCs).which the Secretary-General could agree or not agree.

Staff could appeal the Secretary-General's decision to the AdministrativeTribunal.

The Secretary-General could only impose a disciplinary measure after arecommendation from a JDC (except in cases of summary dismissal).

Judges of the UN Administrative Tribunal were nominated by Member Statesand elected by the General Assembly without any screening or selectionprocess.

An Ombudsman Office to assist staff address their work-relatedconcerns/conflicts through informal means.

The first step for a staff member wishing to formally contest a decision was arequest for administrative review, conducted by OHRM.


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Challenges of the old system

1. The administrative review was criticized astaking very long and not providing any "addedvalue".

2. The Ombudsman's Office had staff only at NY

Headquarters.3. There were no established links between the

informal and the formal system.

4. Legal assistance to staff was provided by

volunteers through the Panel of Counsel.5. The system was mostly Headquarters-based,

with the exception of a JAB/JDC in Geneva,Vienna and Nairobi.


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ProcessConsultation


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Process consultation is the creation of arelationshipwith the client

Permits the client toperceive,understand, andacton the process eventsthat occur in the clients environment

Purpose is to improve the situation asdefined by the client

Definition


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In Expert consulting, the client has a problemwhich they believe they have little or no capacity tosolve.

In process consulting, the consultant is trying tocollaboratively help the organization add capacity.

The job of the process consultant is to designsettings that lead to learning, insight, clarity,interpersonal connections and energy for change. .

Process vs. Expert Consulting


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Relationship Building;

Permit the consultant and client to deal with reality

Remove the consultants areas of ignorance Acknowledge the consultants behavior as being always

an intervention

Giving the client(s) insight into what is going onaround them

Focus of Process Consulting


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Help the client figure out what they should doabout the situation

Clients must be helped to remain proactive

Clients must own the problems

Clients know the true complexity of theirsituation and they know what will work in theculture where they live

Focus of Process Consulting


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Johari window

Power tool in PC

Improves Self Awareness& Mutual Understandingbetween individuals in agroup


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1. Always try to be helpful

2. Always stay in touch with the current reality

3. Access your ignorance

4. Everything you do is an intervention

5. It is the client who owns the problem and

solution

Ten Principles of PC


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Shorter meetings. More productive meetings. Better decisions.

Increased feelings of participation or potency. Greater satisfaction with the team or

meetings.

In summary effective Process Consulting itseffects should last long after the consultant hasdeparted.

Benefits of Process Consulting


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Executive Coaching


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Executive coaching

Intervention for building organizational capability and agrowing trend in organizational leadership developmentprograms.

EC is collaborative and change oriented (Natale andDiamante, 2005)

It relates to managerial-executive level development forperformance and professional growth.

The working definition of executive coaching acollaborative, solutions-focused, results-oriented andsystematic process in which the coach facilitates theenhancement of performance, self-directed learning andthe personal growth of individuals (Green and Grant,2003, cited in Webb, 2006, p. 3).


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Executive Coaching..

EC is an experiential and individualized leaderdevelopment process that builds a leaders capability toachieve short- and long-term organizational goals. It isconducted through one-on-one interactions, driven by datafrom multiple perspectives, and based on mutual trust andrespect. The organization, an executive, and the executivecoachwork in partnership to achieve maximum impact.


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Difference between Executive Coachingand Other types of Coaching:

It always involves a partnership among executive,coach, and organization.

The individual goals of an executive coachingengagement must always link back and besubordinated to strategic organizational objectives.


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Application of EC

Executive Coaching can be used in:

1. Succession grooming: Coaching can accelerate thedevelopment of high performing mid-level managers.

2. Leadership team development: Combineindividual and team coaching for the senior leadershipteam.

3. Performance coaching: Pre-empt the need forexpensive executive search and outplacementprocesses.

4. Interpersonal skills development:


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Application of EC

5.Business etiquette grooming: Offer personalizedcoaching for highly talented individuals withunderdeveloped social skills.

6. Promotion support: Give just-in-time support fornewly promoted senior managers.

7. Transition management: Facilitate individual andteam efforts to make the transition to new culturalexpectations.

8. Conflict resolution: Help key performers who areclashing with each other develop mutual understandingand trust.


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Benefits of EC

An excellent tool for executives who are continuing toadvance in their professional careers.

Improve leadership styles and emotional intelligence ofmanagers

Coaches & clients influence each other

Is often relied to as a substitute of performancemanagement


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Challenges faced in EC

Feeling of shame in the coaching relationship

Some clients can be un-coachable

Sense of visibility of the coach

Lack of understanding the organizational values Insistence by the boss on what he/she wants

Lack of trust between the executive and coach


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Recommendations

Performance = Ability + Motivation + Support

Look for an working alliance between the coach and themanager.

Short but repeated training session combined withfeedback is more effective.

Coaches should ensure that employees are given propersupport to perform


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Conflict Resolution


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Conflict resolution

March and Simon (1958,) consider conflict as a breakdown inthe standard mechanisms of decision making, so that anindividual or group experiences difficulty in selecting analternative

Conflict is defined as an interactive process manifestedin incompatibility, disagreement, or dissonancewithin or between social entities like individual,group and organization.

According to Kenneth Thomas(1992), Conflict is ,the processwhich begins when one party perceives that another hasfrustrated, or is about to frustrate, some concern ofhis.


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Conflict Resolution

Conflict resolution strategy addresses dysfunctionalbehaviours and achieve consensus commitments thatserve as the foundation for building a cohesive high-performance team.

Third-party interventionThis change method is a form of process consultationaimed at dysfunctional interpersonal relations in

organizations. The third-party intervener helps peopleresolve conflicts through such methods as problemsolving, bargaining, and conciliation.


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Aim of Conflict Resolution

Prevent conflict through mandate or separation of theparties

Set limits on the timing and extent of the conflict

Help the parties to cope differently with the conflict

Attempt to eliminate or resolve the basic issues in theconflict


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Conflict resolution process

Phase 1: Diagnose critical needs and challenges of theteam

Phase 2: InterventionFacilitate a highly productive conflict resolution strategy that

addresses the realneeds and challenges of the team.

Phase 3 :Follow-upFollow-up and reinforcement. To assess compliance withcommitments and reinforce positive new behaviours.To achieve lasting behaviour change and dramaticimprovements in team performance.


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Benefits of Conflict Resolution

Eliminates/reduces dysfunctional conflict behaviours

Effective Communication is enhanced

Enhances trust

Improves morale

Taking ownership and assuming responsibility isenhanced

Increases satisfaction

Improves leadership skills


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Benefits of conflict resolution

Recognizes and builds on each persons strengths

Manages politics, anger, egos and other dysfunctionalbehaviours

Builds rapport

Enhances interpersonal skills

Focus on results is enhanced

Eliminates self-destructive negative behaviours


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Benefits of Conflict Resolution

Sustains high levels of energy and motivation

Individuals or groups hold each other accountable

Builds a positive team culture

Destroy "we-they" perceptions

Achieves dramatic improvements in teamperformance and productivity


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Challenges of conflict resolution

Diversity

Resources

Timing


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Recommendations for improvingconflict resolution

Options

Communicating all options to the parties involved inthe conflict can help create a common frame ofreference from which you can work.

Application of conflict resolution methods needswider people to people transnational active

participation and continued interaction. It must notremain nearly an exclusive domain of management


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Recommendations for improvingconflict resolution

Assessment collecting all necessary information before trying to resolve

workplace conflict, Do not make any judgments or give anyopinions until you have collected all of your information. Youshould also speak to those outside of the conflict who areaffected by it

Perspective Assess and understand the perspective of each party involved

Demeanour When decision is based on comprehensive information and

interviews with all parties involved, resolution whenpresenting solution to the conflicting parties


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OD process for UN

Entry

The Secretary General Contracted an external panel ofexperts, namely the "Panel on the Redesign of the UNsystem of administration of justice to come up with

recommendations he could present and propose to theGeneral Assembly for approval.

Diagnosis:

Data was collected through Survey Questionnaires and

Consultations with staff and management (SMCC) onissues of administration of justice.

Secondary data analysis of the previous system.


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Diagnosis results

1. Slow

2. Inadequate resources

3. Poor linkages between formal and informal system

4. Inadequate legal assistance

5. Only headquarter based

6. Contractual status was a major cause for most conflicts


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Interventions proposed1. Internal justice system with informal and formal processes.

2. Set up a new Office of Administration of Justice.

3. Offer legal assistance to staff through the creation of an Office ofStaff Legal Assistance (OSLA)

4. Organize Leadership Training Programs for senior level and middle

level management .

5. Submit proposal to the UNGA for resources to set up internal justice

structure

6. A harmonized contractual structure for the entire organization


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Process

Implementation

UN General Assembly approval obtained

Resources - financial, human, physical resources and

facilities provided

An independent internal justice system, coordinated by the

new Office of Administration of Justice (OAJ) was set up

and became operational on 1 July 2009.


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New Justice framework


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OD Process

Evaluation

The new system has been in place for over twoyears and is due for evaluation.

System currently undergoing evaluation tomeasure its efficacy and an evaluation report isdue to be submitted to the UNGA in December2012.

Documents

Group Presentation Organisational Development Interventions