LONG QUIZ 3 O,D Flashcards
Schein proposes 10 principles to guide the
process consultant’s actions.
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. The client owns the problem and the solution
6. Go with the flow
7. Timing is crucial
8. Be constructively opportunistic with confrontive intervention.
9. Everything is information
10. When in doubt, share the problem
Process consultants must be mindful of their intentions, and each interactions must be oriented toward being helpful.
1.Always try to be helpful
Each interaction should produce diagnostic information about the current situation. It includes data about the client’s opinions, beliefs, and emotions
- Always stay in touch with the current reality
An important source of information about current reality is the practitioner’s understanding of what is known, what
is assumed and what is not known.
- Access your ignorance
Any interaction in a consultative relationship generates information as well as consequences
- Everything you do is an intervention
This is a key principle in all OD practice. Practitioners help clients solve their own problems and learn to manage future change.
- The client owns the problem and the solution
When process consultants access their own ignorance, they often realize that there is much about the client system and its culture that they do not know .
- Go with the flow
Observations, comments, questions and other interventions intended to be helpful may work in some circumstances and fail in others
- Timing is crucial
Although process consultants must be willing to go with the flow, they also must be willing to take appropriate risks.
- Be constructively opportunistic with confrontive intervention.
errors will always occur and are the prime source for learning. Process consultants never can know fully the client’s reality and invariably will make mistakes
- Everything is information
The default intervention in a helping relationship is to model openness by sharing the dilemma of what
to do next.
- When in doubt, share the problem
Vary considerably depending on the
kind of issues underlying the conflict. Conflict can arise over
substantive issues, such as work methods, pay rates, and
conditions of employment, or it can emerge from interpersonal
issues, such as personalities and misperceptions.
Third-Party Interventions
Involves structured activities
designed to enhance teamwork, communication,
and problem-solving skills, ultimately improving
team performance.
Team Building
an intervention designed to mobilize
the resources of the entire organization to identify problems, set priorities and action targets, and begin working on identified
problems.
Originally developed by Beckhard, the intervention can be used at any time but is particularly useful when the organization
is under stress and when there is a gap between the top and the organization.
CONFRONTATION MEETING
Draw the Cyclical Model of Interpersonal Conflict
EPISODE 1
triggering events- issues
behavior
consequences
EPISODE 2
triggering events- issues
behavior
consequences
(draw the box) Johari Window Model
horizontal:
1st) known to others - open area, blind spot
2nd) not known to others - hidden area, unknown
vertical:
1st) known to self - open area, hidden area
2nd) not known to self- blind spot, unknown
Consists of individuals working
interdependently toward a common goal.
Team
refers to strategies and activities
designed to improve communication,
collaboration and conflict resolution
between different groups within an
organization
Intergroup Relations Interventions
uses members from several groups to help solve organization wide problems. Intergroup issues are explored in this context and then solution is implemented in the larger organization.
MICROCOSM GROUPS
the unconscious changes that take place in
individuals when two or more groups interact
Parallel Processes
A process where a large number of
organization members and other stakeholders are brought together in one or more meetings or conferences.
Focus on issues affecting the whole organization or large segments of it, such as developing new products or services, responding to environmental change or introducing new technology.
Large-Group Intervention
different departments
collaborating
Cross-functional Teams
in-person, same location
Traditional Teams
remote, tech-mediated
communication
Virtual Teams
Process consultation deals primarily with
the interpersonal and group processes
that describe how organization members
interact with each other. Such social
processes directly and indirectly affect
how work is accomplished
Group Process
One of the process, consultant’s areas of interest is the nature and style of —–, or the process of transmitting and receiving thoughts, facts and feelings.
Communication
The process consultant must be keenly aware of the different roles individual members take or in a group. Individuals must address and understand their self-identity, influence, and power that will satisfy personal needs while working to accomplish group goals.
The Functional Roles of Group Members
To be effective, a group; must be able to identify problems, examine alternatives, and make decisions.
Group Problem Solving and Decision Making
Especially if a group of people work together, over a period of time, it develops group norms or standards of behavior about what is good or bad, allowed or forbidden, right or wrong.
Group Norms
A process consultant needs to understand processes involved in leadership and how different leadership styles can help or hinder a group’s functioning.
The Use of Leadership and Authority
refers to actions taken to help a specific employee improve their skills, behavior, or performance.
Individual Intervention
means bringing a team or group of employees together to improve how they work, solve problems, and achieve goals.
Group Intervention
means making changes to the actual work, processes, or structures within an organization.
Content Intervention
involves changing the framework or design of an organization to improve its performance and adaptability
Structural Intervention
