HUMAN PROCESS INTERVENTION
GROUP MEMBERS:Sweta Chaturvedi Mansi Desai Vishakha Bople Himali Manek Ankita Prabhu Ankur Jain Hiral Shah
Sweta Chaturvedi
Mind Map
Human Process Intervention
Sweta Chaturvedi
COACHING
} Coaching
is specialized form of Organizational Development that Focused on using the principles of applied behavioral science to increase the capacity and effectiveness of individuals as opposed to group or organizations
} One
Sweta Chaturvedi
OBJECTIVE
}
Coaching is about facilitating someone else·s thinking and helping them learn on the job. E.g. :- movie corporate Bipasha Basu coaching Minisha Lamba Coaching takes place in the office and (when carried out by a manager) can be integrated into day-to-day workplace conversations. E.g.:- when an employee comes to an office and given day to day task his senior tell him and coach him.
}
Sweta Chaturvedi
OBJECTIVE
}
Coaching is usually a one-to-one process, tailored to the individual·s needs. E.g.:- Director to Senior-manager Coaching can be delivered by an external consultant or by a manager E.g.:- Shoppers stop Coaching is frequently delivered by line managers with their teams.
}
}
Sweta Chaturvedi
OBJECTIVE
}
Coaching addresses workplace performance. Coaching can begin with a goal or aspiration. E.g.:- Ratan Tata Coaching focuses on the future and developing a workable solution.
}
}
Sweta Chaturvedi
APPLICATION STAGES
} }
Establish the principles of the relationships Conduct an assessment Eg: Myers Briggs Type Indicator Eg: Disc Profile Debrief the Results Develop an Action plan Implement of Action plan Assess the Results
} } } }
Sweta Chaturvedi
RESULTS OF COACHING
MANSI DESAI
TRAINING AND DEVELOPMENT
MEANING
and development interventions are among the oldest strategies for organizational change } They provide new or existing organization members with the skills and knowledge they need to perform work
} Training
IMPORTANCE
has growing importance in every organization } It represents an important organization investment accounting for about 2% of a company·s payroll } Leadership development is seen as the most important factor in achieving competitive advantages
} It
GOALS
term training is typically used when its goal is development of the workforce, while } The term development is used when its goal is development of the organizations management and executive talent } Its focus should be on changing the workforces skills and knowledge
} The
APPLICATION STAGES
a needs assessment } Develop the objectives and design of the training } Deliver the training } Evaluate the training
} Perform
VISHAKHA P. BOPLE
PROCESS CONSULTATION
VISHAKHA P. BOPLE
PROCESS CONSULTATION
} ´The
creation of relationship that permits the client to perceive, understand, and act on the process events that occur in [his or her] internal and external environment in order to improve the situation defined by the clientµ - Schein
VISHAKHA P. BOPLE
PROCESS CONSULTATION
} Process
Consultant
} Philosophy } Approach
VISHAKHA P. BOPLE
Principles to guide the Process Consultant·s Action
} } } } }
Always try to helpful Always stay in touch with the current reality Access your ignorance Everything you do is an intervention The client owns the problem and the solution
VISHAKHA P. BOPLE
Principles to guide the Process Consultant·s Action
} Go
with the flow is crucial
} Timing
} Everything
is information; errors will always occur and are the prime source for learning in doubt share the problem
} When
VISHAKHA P. BOPLE
EXAMPLES
} Global
Hunt Quality Consultants
} Reliance } New
Star Consulting Management Consultants
} Careerist
Process Interventions
}A
set of activities on the part of the consultant that helps group members understand, diagnose, and improve their behaviors. are aimed at helping the group become better able to use its own resources to identify and solve interpersonal problems and devise more effective ways of working.
} Interventions
Group Process
} Groups
of individuals gathered together to achieve a goal or objective, either as a committee or some other grouping, go through several predictable stages before useful work can be done.
Group Process Interventions
Communications
o Analyzing communications process within group. o Observing length of time member talks, who talks to whom, and who interrupts whom.
Functional role of group members
Observing roles and functions of members. Roles divided into 3 categories: } Group task. } Group building and maintenance. } Individual.
Problem Solving and Decision Making
o
o
Helping group understand how it makes decisions. Group consensus is one all members share in making and will support.
Group Norms and Growth
Assisting group in understanding its norms and how they affect decision making. Group will improve decision making as members grow.
Leadership and Authority
} Group
understands impact of leadership and authority. } Roles of formal and informal leaders clarified. } Leadership functions shared among group members.
Guidelines for effective feedback
o o
o o
o
The giver & receiver must have consensus on the receivers goals. The giver should emphasize description & appreciation. The giver should be concrete & specific. The giver should not with hold negative feedback. Both giver & receiver must have constructive motive.
Results of Process Consultation
} } } } } }
It is an important 40 year old practiced organization development. Improves ability and accomplishes work. Research says it is unclear related to task performances. Problems occur during measuring the performance. Major factor is to isolate the impact of process consultation from other interventions. E.g.-Decision making related to mental task
Third Party Interventions
} }
} }
}
Conflict between two or more people of the same organization. Rises from variety of sources- personality, task orientation, goal interdependence, perceptions, competition. Conflict can lead to motivation and innovation and also greater understanding views, Preventions- working together constructively, destroying necessary tasks, disrupt tasks, work relationships among the members. Conflicts occur between- suppliers and the company, company and the public policy agency, multiple organizations or groups.
An episodic Model of Conflict
} }
} }
Interpersonal conflict often occurs in interactive cyclical stages known as episodes. Cycle of conflict·s- something triggers the conflict, making it overt (symptom of a deeper problem) and the cycle continues with the next conflict episode. Conflict·s have both cost and benefits to antagonists unsolved can proliferate and expand. Four stages- First, Second and Third stages attempt to control the conflict and resolving the conflict by using the strategies. Only the last approach tries to change the basic issues underlying it.
Triggering Event Triggering Event
Behavior
Behavior Consequences Issues Consequenc es
Issues Episode 2 Episode 1
A Cyclical Model of Interpersonal Conflict
Facilitating the Conflict Resolution Process
} }
}
}
Walton has identified a number of factors and tactical choice tat can facilitate the use of the episodic model n resolving the underlying cause of the conflict. Diagnosis- Role of the consultant, Group process observations, gathering data deals to better understanding the nature and types of conflict's, conflict styles, personality, pressures and readiness to resolve a conflict. Specific type of role should be chosen to resolve a conflict which will be appropriate for the diagnoses during that situation. E.g.- Referee ( helps in resolving issues, taking feedback, comments, suggestions and recommendation's).
Team Building
? Team building refers to a broad range of planned activities that help groups improve the way they accomplish task and help members enhance their Interpersonal and problem solving skills.
Importance
? Facilitates other OD interventions ? Encountering issues of greater complexity and uncertainties ? Assists in the development of group goal ? High productivity
Team Building V/S Process consultation
Types of Teams
Virtual
Activities relevant to one more Individuals
? Diagnostic interviews ? Survey instruments ? Developmental activities :
Coaching 360 degree feedback Assistance with conflict
Activities oriented to the Group·s operation and behavior
? Focus should be on integrating task behavior and group process with each other along with the needs and wants of people making up the group ? It can be done by:
Diagnostic activities Developmental activities
Activities affecting the group·s relationship with the rest of the organization
? As a team become more cohesive it usually exert a stronger influence on other group·s with in the organization ? This can lead to intergroup conflicts
Manager·s role in Team Building
Result of team building
doc_180998108.ppt
GROUP MEMBERS:Sweta Chaturvedi Mansi Desai Vishakha Bople Himali Manek Ankita Prabhu Ankur Jain Hiral Shah
Sweta Chaturvedi
Mind Map
Human Process Intervention
Sweta Chaturvedi
COACHING
} Coaching
is specialized form of Organizational Development that Focused on using the principles of applied behavioral science to increase the capacity and effectiveness of individuals as opposed to group or organizations
} One
Sweta Chaturvedi
OBJECTIVE
}
Coaching is about facilitating someone else·s thinking and helping them learn on the job. E.g. :- movie corporate Bipasha Basu coaching Minisha Lamba Coaching takes place in the office and (when carried out by a manager) can be integrated into day-to-day workplace conversations. E.g.:- when an employee comes to an office and given day to day task his senior tell him and coach him.
}
Sweta Chaturvedi
OBJECTIVE
}
Coaching is usually a one-to-one process, tailored to the individual·s needs. E.g.:- Director to Senior-manager Coaching can be delivered by an external consultant or by a manager E.g.:- Shoppers stop Coaching is frequently delivered by line managers with their teams.
}
}
Sweta Chaturvedi
OBJECTIVE
}
Coaching addresses workplace performance. Coaching can begin with a goal or aspiration. E.g.:- Ratan Tata Coaching focuses on the future and developing a workable solution.
}
}
Sweta Chaturvedi
APPLICATION STAGES
} }
Establish the principles of the relationships Conduct an assessment Eg: Myers Briggs Type Indicator Eg: Disc Profile Debrief the Results Develop an Action plan Implement of Action plan Assess the Results
} } } }
Sweta Chaturvedi
RESULTS OF COACHING
MANSI DESAI
TRAINING AND DEVELOPMENT
MEANING
and development interventions are among the oldest strategies for organizational change } They provide new or existing organization members with the skills and knowledge they need to perform work
} Training
IMPORTANCE
has growing importance in every organization } It represents an important organization investment accounting for about 2% of a company·s payroll } Leadership development is seen as the most important factor in achieving competitive advantages
} It
GOALS
term training is typically used when its goal is development of the workforce, while } The term development is used when its goal is development of the organizations management and executive talent } Its focus should be on changing the workforces skills and knowledge
} The
APPLICATION STAGES
a needs assessment } Develop the objectives and design of the training } Deliver the training } Evaluate the training
} Perform
VISHAKHA P. BOPLE
PROCESS CONSULTATION
VISHAKHA P. BOPLE
PROCESS CONSULTATION
} ´The
creation of relationship that permits the client to perceive, understand, and act on the process events that occur in [his or her] internal and external environment in order to improve the situation defined by the clientµ - Schein
VISHAKHA P. BOPLE
PROCESS CONSULTATION
} Process
Consultant
} Philosophy } Approach
VISHAKHA P. BOPLE
Principles to guide the Process Consultant·s Action
} } } } }
Always try to helpful Always stay in touch with the current reality Access your ignorance Everything you do is an intervention The client owns the problem and the solution
VISHAKHA P. BOPLE
Principles to guide the Process Consultant·s Action
} Go
with the flow is crucial
} Timing
} Everything
is information; errors will always occur and are the prime source for learning in doubt share the problem
} When
VISHAKHA P. BOPLE
EXAMPLES
} Global
Hunt Quality Consultants
} Reliance } New
Star Consulting Management Consultants
} Careerist
Process Interventions
}A
set of activities on the part of the consultant that helps group members understand, diagnose, and improve their behaviors. are aimed at helping the group become better able to use its own resources to identify and solve interpersonal problems and devise more effective ways of working.
} Interventions
Group Process
} Groups
of individuals gathered together to achieve a goal or objective, either as a committee or some other grouping, go through several predictable stages before useful work can be done.
Group Process Interventions
Communications
o Analyzing communications process within group. o Observing length of time member talks, who talks to whom, and who interrupts whom.
Functional role of group members
Observing roles and functions of members. Roles divided into 3 categories: } Group task. } Group building and maintenance. } Individual.
Problem Solving and Decision Making
o
o
Helping group understand how it makes decisions. Group consensus is one all members share in making and will support.
Group Norms and Growth
Assisting group in understanding its norms and how they affect decision making. Group will improve decision making as members grow.
Leadership and Authority
} Group
understands impact of leadership and authority. } Roles of formal and informal leaders clarified. } Leadership functions shared among group members.
Guidelines for effective feedback
o o
o o
o
The giver & receiver must have consensus on the receivers goals. The giver should emphasize description & appreciation. The giver should be concrete & specific. The giver should not with hold negative feedback. Both giver & receiver must have constructive motive.
Results of Process Consultation
} } } } } }
It is an important 40 year old practiced organization development. Improves ability and accomplishes work. Research says it is unclear related to task performances. Problems occur during measuring the performance. Major factor is to isolate the impact of process consultation from other interventions. E.g.-Decision making related to mental task
Third Party Interventions
} }
} }
}
Conflict between two or more people of the same organization. Rises from variety of sources- personality, task orientation, goal interdependence, perceptions, competition. Conflict can lead to motivation and innovation and also greater understanding views, Preventions- working together constructively, destroying necessary tasks, disrupt tasks, work relationships among the members. Conflicts occur between- suppliers and the company, company and the public policy agency, multiple organizations or groups.
An episodic Model of Conflict
} }
} }
Interpersonal conflict often occurs in interactive cyclical stages known as episodes. Cycle of conflict·s- something triggers the conflict, making it overt (symptom of a deeper problem) and the cycle continues with the next conflict episode. Conflict·s have both cost and benefits to antagonists unsolved can proliferate and expand. Four stages- First, Second and Third stages attempt to control the conflict and resolving the conflict by using the strategies. Only the last approach tries to change the basic issues underlying it.
Triggering Event Triggering Event
Behavior
Behavior Consequences Issues Consequenc es
Issues Episode 2 Episode 1
A Cyclical Model of Interpersonal Conflict
Facilitating the Conflict Resolution Process
} }
}
}
Walton has identified a number of factors and tactical choice tat can facilitate the use of the episodic model n resolving the underlying cause of the conflict. Diagnosis- Role of the consultant, Group process observations, gathering data deals to better understanding the nature and types of conflict's, conflict styles, personality, pressures and readiness to resolve a conflict. Specific type of role should be chosen to resolve a conflict which will be appropriate for the diagnoses during that situation. E.g.- Referee ( helps in resolving issues, taking feedback, comments, suggestions and recommendation's).
Team Building
? Team building refers to a broad range of planned activities that help groups improve the way they accomplish task and help members enhance their Interpersonal and problem solving skills.
Importance
? Facilitates other OD interventions ? Encountering issues of greater complexity and uncertainties ? Assists in the development of group goal ? High productivity
Team Building V/S Process consultation
Types of Teams
Virtual
Activities relevant to one more Individuals
? Diagnostic interviews ? Survey instruments ? Developmental activities :
Coaching 360 degree feedback Assistance with conflict
Activities oriented to the Group·s operation and behavior
? Focus should be on integrating task behavior and group process with each other along with the needs and wants of people making up the group ? It can be done by:
Diagnostic activities Developmental activities
Activities affecting the group·s relationship with the rest of the organization
? As a team become more cohesive it usually exert a stronger influence on other group·s with in the organization ? This can lead to intergroup conflicts
Manager·s role in Team Building
Result of team building
doc_180998108.ppt