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OD Final Flashcards

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1
Q

What is an intervention?

A

Entering into an ongoing system of relationships, coming between persons, groups, or objects, for the purpose of helping

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2
Q

What is the desired outcome of interventions

A

Maximize gains while minimizing losses (ROI)

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3
Q

What are the gains to be had from interventions?

A

Improvement of presenting problems (client focus) and underlying problems (practitioner’s focus)

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4
Q

What are the losses that can be involved in interventions?

A

Resources (time, money, effort), creation of additional problems, motivation to change

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5
Q

What are schemas and how they play a role in change?

A

Familiar cognitive concepts that govern how we approach life at work. A discrepancy between existing schemas and new ones (due to intervention) prompts change

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6
Q

What is the ‘endings’ stage of transition and what emotions are associated with it?

A

Recognition and freedom from the past, letting go of past processes, beliefs, and actions. Often experiences of loss, shock, and denial.

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7
Q

What is the ‘neutral zone’ stage of transition and what emotions are associated with it?

A

Neither the old or new ways are working properly. People may be overwhelmed by new information

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8
Q

What is the ‘new beginnings’ stage of transition and what emotions are associated with it?

A

New change is accompanied by occasional setbacks and failures. Associated with frustration

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9
Q

Why match interventions to data / diagnoses?

A

Principle of congruence states that intervention should match people experiencing it. Requires quality data collection and joint diagnosis.

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10
Q

How to consider a client’s readiness and ability to change?

A

Force-field analysis or survey measures. Select interventions that address areas of energy rather than resistance, and that fit the change capability (time, money, resources)

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11
Q

How to know where to intervene first?

A

Work from a model and consider ripple effects, start small to demonstrate value, start with task interventions to build trust vs addressing individuals

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12
Q

What goes into considering the depth of an intervention?

A

Only go as deep as needed. Order from shallow to deep:

Work content (job design)
Overt issues (communication)
Hidden issues (politics)
Values/beliefs (culture)
Unconscious (psychology)

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13
Q

What are the different ways to sequence an intervention?

A

Relevance: address primary issues first

Maximize diagnostic value: start with interventions that collect org data

Maximize effectiveness: start with building support and enthusiasm

Timing: structure to match desired pace of change

Minimize strain: early interventions are safe and low stress

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14
Q

What does it mean to use a normative-reeducative approach?

A

To design interventions that change the way people think - change occurs when attitudes, values, skills and relationships begin to shift

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15
Q

What does it mean to provide freedom of choice in an intervention?

A

Voluntary participation in design, and choice in how to participate (as much or as little input as desired)

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16
Q

How to create opportunities to learn within an intervention?

A

Build in experiential opportunities and chances for discussion on content and process of intervention

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17
Q

What are aspects of working toward clear and explicit outcomes?

A

Setting SMART goals and being honest about the goal of intervention

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18
Q

Why establish a timeline?

A

Activities should be structured as programs and not single events. They should be given time to take hold before evaluating.

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19
Q

What are the benefits of using individual instruments and assessments?

A

Providing valuable feedback to encourage awareness of strengths and opportunity areas. in team settings, they can be used to identify work style preferences

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20
Q

How to use instruments effectively?

A

Create a safe, nonjudgmental atmosphere where people know purpose and who will see results. Explain background and theoretical basis for better understanding. Encourage participants to predict outcome.

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21
Q

What is the most important aspect of using an instrument?

A

Interpretation and processing of results

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22
Q

What questions should be asked when reviewing results of an instrument?

A

Did the results match your prediction?
What strengths do you see?

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23
Q

What is coaching?

A

One-on-one intervention where individuals work to improve a specific, personal, interpersonal, or skill area, or for actions toward a desired future goal

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24
Q

What are the four types of coaching?

A

Leadership development (focused on high potential employees)

Performance (underperformers)

Career (exploring job options)

Executive (high level leaders)

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25
What skills are involved in effective coaching?
Good communication, support and encouragement, active listening, building a positive environment, allowing people to figure things out alone
26
What are mentors?
Counselors, advisors, or teachers who engage in one-on-one relationship with protege where they demonstrate how tasks are accomplished and provides feedback
27
What are the benefits of mentors?
Speeding up learning, managerial advancement, building next generation of leaders
28
How does mentoring differ from coaching?
Mentoring focuses more on skill development
29
What are strategies for mentees to take advantage of the mentoring relationship?
Stay curious about what has led to success, find ways to establish relationships with those who have diverse experiences, take initiative to seek out others/ask questions, demonstrate passion for learning
30
What is 360 Feedback?
Feedback is collected through questionnaires or one-on-one interviews from those above and below an individual's position (peers, supervisor, subordinates)
31
What are the benefits of 360 Feedback?
Improvements in behavior and performance Allows for topics to be discussed that usually wouldn't be (anonymity) Increase in informal/more frequent 360s Increase in managerial learning
32
What are some problems associated with assessments?
Fear of being psychologically exposed Tendency to provide socially desirable responses
33
What is the purpose of career planning?
To help employees how to advance in their careers, within and beyond their current org
34
What are examples of career planning?
Career ladders (structure, positions, etc) Vocational interests/preferences Career goals (5-year resume)
35
What constitutes a team?
A collection of workers with KSAs that compliment each other and collaboration toward shared objectives informed by a common mission
36
What are elements of a successful team?
Principled leadership, SMART goals, competent members, standards of excellence, collaborative climate
37
What are the two programs used for team-building?
Team development: facilitates healthy functioning Team interventions: problem-solving approach to identify and address performance obstacles
38
What is a team start-up/transition meeting?
Focuses on forming, storming, and norming Introductions -> leader talks -> explore missions and goals -> explore roles/responsibilities -> agreement on norms -> agreement on meetings
39
What are confrontation meetings?
Teams examine self-performance: areas of ineffectiveness/dissatisfaction
40
How are confrontation meetings structured?
Leader sets expectations and encourages open discussion Team divides into heterogenous subgroups to identify problems/solutions A rep from each group reports back and a facilitator categorizes responses Team divides into natural workgroups to identify issues needing attention Workgroup shares priorities with entire team Management meets as a group to discuss priorities and determine action plan A progress report is held weeks later
41
What is role negotiation?
Intended to clarify what team members will contribute Eliminates role conflict, overload, ambiguity Each member writes down responsibilities Team members descriptions are posted around the room and everyone reads Individuals write lists of what they want others to do more of, less of, or keep doing Lists are compiled and quid pro quo is used to negotiate change
42
What is responsibility charting?
Creating a chart that shows who: Responsible for action Authority to approve/veto action Support action Consulted Informed
43
What is the purpose of Workout!
To eliminate unnecessary work
44
What is the process of Workout!
Discuss purpose/structure Brainstorm ideas in groups Groups share top 10 ideas and vote to address 3 New groups create action plans for the ideas (cost, benefit, timeline) Management reviews and endorses a plan
45
What is appreciative inquiry?
Focuses on strengths and what can be done to reach an even better state through: Discovery: identify best practices Dream: imagine a future Design: action plan to achieve dream Destiny: creating grassroots network
46
What are some ways to reduce interteam conflict?
Increase group contact Implement superordinate goal Develop a common in-group identity Find a common enemy Exchange team members
47
What does an interteam intervention look like?
Consultant explains that purpose is to increase understanding Groups create two lists each: How group sees itself How group sees other group Groups exchange lists, review, and ask questions to clarify Back in groups, they answer: What is it we do that creates their image of us? What in our own actions leads to conclusions we have for ourselves? Groups exchange and joint dialogue occurs They develop a list of key issues and agree on a plan for next steps (joint meetings, redesign)
48
What is the purpose of whole organization interventions?
To address issues affecting all members of an organization
49
What are the features of whole organization interventions?
Wide range of participants in different departments, often a program and not standalone
50
What are directional interventions?
To better prepare organizations for the future, aims at changing strategy
51
What are examples of directional interventions?
Strategic planning and scenario planning
52
What is strategic planning?
Developing a business strategy to facilitate success Aims to establish/clarify purpose, outline objectives, determine strategies to accomplish objectives
53
What is the strategic planning process?
Strategy analysis (data collection, SWOT assessment) Strategy making (goals, roles, KSA): job design, structure Strategic change plan design: outlining major activities, developing timeline Strategic implementation: guiding leaders through change
54
What is scenario planning?
Identifying future scenarios that are likely to occur, and creating plans to address
55
What are the steps in scenario planning?
Determine participants, timelines, processes Gather facts, figures, trends to predict future Write 3-5 scenarios, make a table IDing variables of concern Identify opportunities and threats and plan
56
What are goal-setting interventions?
Facilitating accomplishment of goals in alignment with strategy IOs are involved in setting of goals and mechanisms for motivation
57
What is Total Quality Management?
Identify customers and what they value Identify products/services provided Define processes (flowchart) Simplify process (combine, eliminate) Continuously improve
58
What is Six Sigma?
Define the problem, customer wants, and goals Measure aspects of current process and collect data Analyze data to investigate/verify cause and effect Improve current process based on data analysis using techniques that include experimental design and create a new one (pilot test first) Control the future process to ensure errors are identified
59
What is the purpose of design interventions?
To accomplish work in alignment with organizational objectives
60
What are the two elements to be changed in a design intervention?
Structure: creating context/procedure for change Culture: shaping and facilitating value congruence
61
What are the phases of a design change?
1. Assess current structure & outline objectives for change 2. Seek feedback about change from members for buy-in and anxiety reduction 3. Develop alternatives to change and evaluate pros/cons 4. Communicate plan for design change to members 5. Evaluate outcome of change
62
What is lateral capability?
Horizontal mechanisms that enhance communication across divisions (matrix structures, lateral processes, teams)
63
How to assess organizational culture?
Focus groups, surveys, historical data
64
How to teach organizational culture?
Create new values and communicate Change people Reward/reinforcement Leaders can model
65
Why do most mergers and acquisitions fail?
Culture issues
66
What should be done pre-contracting to integrate cultures?
Assess both and find overlap/differences Evaluate desired talent and current structures Develop communication plans that outline challenges
67
What should be done post-contracting to integrate cultures?
Create integration team of executives, managers, employees in both orgs Determine type of 'acculturation': Assimilation, integration, separation, deculturation
68
What should be done post-combination to integrate cultures?
Combine to educate on vision, stratgies, goals Develop superordinate goals to unify division Monitor and intervene as necessary
69
What are some barriers to evaluating change?
Fear of results Requires additional resources Belief that intervention already is working
70
What is the purpose of evaluating change?
Puts the focus back on objectives Helps determine what worked and what didn't Generates support for consultant and future change
71
What should be evaluated?
MR. COM Multidimensional (process AND outcome) Relevant (mission, goal, objectives) Comparative (benchmarking, pre-post test) Objective (and subjective) Multiple perspectives
72
How should you evaluate?
Establish temporal precedence, control for confounds, look for relationship
73
What is a quasi experiment?
Emphasizes external validity Non-equivalent groups Full control may not be possible
74
What is interrupted time series design?
Two groups, several observations pre-intervention -> intervention -> several more observations Creates multiple baselines and outcomes
75
What is the two-group non-equivalent experimental design?
Group A: observation -> intervention -> observation Group B: observation -> control -> observation
76
What threats to validity can affect the two groups non-equivalent design?
History, regression, reactive
77
What are some goals when sustaining change?
For members to no longer think of the change as new For change to be a common and welcome aspect of the culture To avoid relapse into old ways
78
Why do organizations relapse?
Motivation leaves with the consultant Unable to overcome status quo Early problems are seen as a failed initiative
79
What are some ways to sustain change?
Modify aspects of the system to support change Institute goal-directed performance reviews Periodic uptake meetings

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