 of change, leaders generally have some livers about enabling or about substantive. The enabling livers are credibility, communication and training and substantive livers are technical, political and cultural. We will get to know more about this in the designing intervention. What is to be done whatever is done in order to bring about the change is intervention. A good intervention is which is relevant, which is based on the causal knowledge of intended outcome and it transfers the competence to manage change to organizational matters. So, this is the core of the organization development process, interventions. But, interventions must be scientifically identified based on the valid information, free informed choices and internal commitment. We need to know why we are doing what we are doing. Managers cannot just start any intervention because it is because they are comfortable about it. And secondly, the objective of the intervention is to make organizations capable of solving their problems themselves. In order to bring about the changes and to follow these steps whatever is done is called intervention. So, intervention is a set of sequenced and planned action. It is not haphazard, but it is a sequenced and planned action or events intended to help the organizations increase its effectiveness and interventions purposely disrupt the status quo. What is going on is not appropriate is not the best and we need to do things differently or different things that is the objective of any intervention. Can you think about some change initiatives which you have experienced or you know about it? And we must remember that anything being done in order to enhance the organizational effectiveness consciously is an intervention. You invite an expert that is intervention. You hold the interview for the key people to adopt some changes is also intervention. You make a presentation to build a case to bring about new technology or to set up new process is also intervention. So, there are some very specialized intervention which we will discuss in this in this course, but even the simplest steps are also interventions. So, can you think about some of the interventions? You must have experienced the intervention in the form of leadership development program. You might be part of that. You might have also experienced the management development programs. Some technical development programs are also part of the interventions. You might have also seen the you talked about the merger and acquisition. Merger and acquisition is is also intervention. Have you ever experienced performance appraisal system being changed? That is also intervention because it is talking about this performance appraisal. The purpose of performance appraisal system is to direct people towards the desired behavior that is also intervention. Have you ever seen salary structure being changed? Change in bands, change in the incentive plans that is also intervention. Many of you might have worked in the organization which are responsible or which are which have the job implementing ERP enterprise source planning through SAP or Oracle. Isn't it an intervention? It is also an intervention using technology because you might have noticed that bringing about any change in the ERP through in through ERP using the softwares of Oracle or SAP or other any other customized software. It is not only about bring technological change. It is a lot about the human behavioral change as well. So, if you look at the interventions, interventions can be of different category. First category of intervention are related to the human processes, conflict resolution, leadership development, attitude building, setting up the mindset. These are the human process interventions. Why human process interventions are called process interventions? Because behavior is the outcome. We want employee to behave in certain way and that behavior is result of a process. What is that process? That process is about holding certain kind of assumptions, certain morals and beliefs, values and those moral beliefs and values perceptions and assumptions result in the behavior. So, human process interventions are called process interventions because they not only look at the behavior but they look at the governing variables of the behavior that is why they are called human process interventions. Another category of the intervention is techno structural intervention which the ERP is most commonly used and most common example of the techno structural intervention. Where we have the technology as the driver, but it has impact on coordination design, human process, interaction of the different departments etcetera. Human resource management, we talked about some of the HRN processes, robotic efficient system, performance management system, salary and wage administration. These are also the important levers for bringing about any change and then comes the strategic intervention. Strategic interventions are when two organizations go for merger or some acquisition or there is a major shift in the long term objectives and the ways of functioning of organization. So, we can look at these human intervention in depth and in the next classes we will have cases to look at what might be the more appropriate most appropriate intervention in those cases. Look at the human process intervention. The first the primary is like about process concentration and team building. Many organizations send their people for the outdoor programs or the indoor team building activities. Generally team building goes through the process of storming, norming, performing and joining. And these team building processes make people aware of their gender disposition in the team climate. We otherwise are not generally aware of how do I behave in a team when I am working in a team. So, when other than job contact some team task is given that is a good opportunity for me to look at how do I behave in a team, how do I communicate in a team. And based on that experience and with the input of the facilitator and the self reflection people can work on the their behavior and distribution in the team. Conflict resolution that is this is generally done in the in the presence of third party. Conflict also aggravate in certain steps and there are steps through which conflict can be resolved by making people aware of the each other's perspective, by making people aware of the each other's perception and how to reconcile their evaluation about each other and their objectives can help in conflict resolution. There are organizational confrontation meeting you must have seen conflicts between two departments like quality and production sometime there are conflicts between marketing and finance advertising and sales. So, in the organizational confrontation meetings facility in the presence of facilitator different departments can look at how do they perceive each other and what are the misperceptions based on those confrontation the problems can be resolved. Intergroup relationships within the same department within same function different groups might be responsible for different things. If you remember what we discussed in the organization design we talked about few classical challenges of organization design and one of the classical challenges integration versus fragmentation what does it means? When organizations grow they keep making new departments, but their freedom to make as many department as they wish to is not there because when we make new department it creates new silos and people start identifying with that department more than the organization as a whole and that silo mentality creates the conflict and misperception. So, intergroup relationship is generally the result of the bifurcation in the functions and rules. So, instead of fragmentation it should be integration and to ensure the integration human process interventions are involved and then there are large group interventions. We will discuss these large group interventions in terms of the strategic planning for the systemic intervention for open space method world cafe. There are some very fascinating methods to engage hundreds and even thousands of people for the change process otherwise it is so difficult even to get 10 people talk coherently and to reach to some solution you put 10 people you bring some issue different people will keep interrupting each other they may not be able to reach to the community. But in OD there are processes where you can engage hundreds and thousands of people in a systematic way they can converge on certain things they can converge on certain conclusions and based on those conclusions action agenda can also be formed. So, these are the there are some powerful methods about large scale large group intervention that is what we are discussing in this course. Then there are technical structure interventions how many of you have seen organization design is engaged. You might remember there are functional of functional metrics and divisional structures which are the very core very basic organization. But what we see today with the presence of technology you have network organization you have organizations which are operating on the harmonious scope model there organizations which are team based and there are organizations which are even virtual. So, how to bring about the organization design change design change are some of the most crucial and some of the most sensitive changes because design change brings about change in the communication reward system and power. So, it is a more sensitive form of change and in your simulation please remember do not introduce design change with without sufficient groundwork downsizing that is the reality of today's business world. There was a time when even in the Indian industry downsizing was not allowed, but now there are lot of examples to suggest that downsize downsizing in one industry may result in increase in the job and job opportunities in the industry, but that requires a kind of preparedness that requires training and retraining. So, downsizing can also be a important strategy and a OD intervention re-engineering that simply means re-engineering simply means if we start this plant or production activity 30 years from now how it will look like. So, you bring about all the futuristic technologies what all are the possibilities and try to implement that in the present situation. Parallel structures this these are very commonly used interventions in the R and D when in the R and D you are working on some crucial projects you also make parallel structure to work on the same project with by different people and in that way organization get two innovative products processes or ideas. High involvement organization is also called high performance work systems which are combination of the HR and structural intervention that is what we are going to discuss. Total body management is about involving everybody on the shop floor and from the shop floor to the top floor to enhance the processes and systems. And total body management is a very holistic interventions where you have small teams operating on the shop floor they look at some system some processes which can further improve they give their recommendation to the bigger authority to the bigger body and that is how the suggestions move to the top level and the implementation is sanctioned. So, total body management is one thing which almost change the phase of management in late 70s and 80s. Then HR process human resource management function also has certain levers about organization about the organization development performance management system, reward system, coaching and mentoring is becoming very popular these days. Performance management system involves performance appraisal performance development and performance planning. When organizations object to change we need to change the performance appraisal as well. Only change in the performance appraisal will not bring about any permanent change in the behavior. Change in the performance appraisal need to be substantiated with the change in the development process which means training and development should support the outcome of the performance appraisal. So, it is an end to end process and reward system. There is a famous Pareto law and the normal distribution curve. For many many years organizations believed that performance is performance shows a normal distribution curve and that is why you cannot have a very drastic difference between rewards of the people on the same carder. But there is a growing recognition and there is a research as well to support this based on the data of 60,000 plus people Aguinis and his team. What they have found is performance is generally not distributed as a normal curve. It follows a Pareto law means generally the 20 percent of the top performers do 80 percent of the they bring 80 percent of the result. So, if that is so that needs to be accounted in the reward system and that is why you see in the Google and Microsoft and even in the Netflix on the same carder some people are getting 300 percent 200 percent of the average salary prevailing in that carder. That is a result of this this kind of analysis. This situation would have resulted in lot of unrest had it not been supported by proper orientation and proper research. So, reward system can be a very can be a powerful intervention coaching and mentoring in the dynamic environment. Mentoring is important so that people know how do they see themselves in years to come within the organization and within the industry. So, mentoring gives a perspective and coaching is generally done for some specific skill. There is there are lot of skills which cannot be taught directly in the classrooms. It is best being taught by executive coaches or being taught by the supervisors. So, coaching and mentoring, but coaching and mentoring also cannot happen naturally. It has to be implemented as an intervention. There has to be a system if I want to enhance the coaching and mentoring in the organization. I need to include that capability and that kind of behavior in the performance management as well. So, that is how it can become a orientation, career planning and development. Now, we see it is a knowledge economy. People do not identify themselves with the organization. Many people identify themselves large and large and more and more number of people are identifying themselves with the profession or with the technology they are working. Where in this environment they are more concerned about how their career can progress in years to come and that can be a very important that has to be a very important only intervention. Training, MDP, management development program and leadership development program are more systematic interventions. And what we see in the management development and leadership development program? These are offered as a combination of the in class and outdoor activities. These are the combination of the coaching, in class instruction and action learning projects. So, this is called embedded learning system. So, generally development plans include the embedded learning plan, managing workforce diversity in motivational organizations. It is more prevalent, but it is more in role recognized in the Indian organizations as well that we have to have diversity means we need to have representation for both the genders as well as people from different community. Because if we if there is only one type of people keep populating the environment that becomes dysfunctional. It is not good for innovation, it is not good for good for inclusive growth. It is also not good to remain more sensitive to the market needs. So, the workforce diversity has become a very important initiative in many organizations. It is also a kind of OD interventions. Fun at work you might have seen HR organizing birthday parties or some celebrations. That is the sign that people not only come to work for earn their likelihood, they also want to have fun. Because ultimately they are spending largest number of hours, largest number of the waking hours at the workplace. And then comes the employee, employee wellness programs. Only talking about performance and not working on the energy of the organization, energy of the employees may be detrimental to the employees as it is to the organization. In the long run there are there is a recognition that in the long run organizations need to make people sense to about their associates, how they manage their energy. That means, their mental, physical, spiritual and emotional energy. There are a lot of interventions like art of living foundation is having interventions in the corporate world. The ISHA foundation is also having the yoga program they conduct the interventions in the corporate world. And many, many yoga contemplative practices, mindfulness has become a very important innovation. If you look at the mindfulness research in last 10 years, hundreds and thousands of research studies are demonstrating the different impact of the mindfulness. This is the result of the fact that more and more organizations are implementing mindfulness at their in their workplaces. Then there are strategic interventions. Strategic interventions can be of the transformational nature and more of a traditional nature. Transformational nature of the strategic interventions are integrated strategic change. You see the example of ITC changing its product portfolio from that tobacco based product to more same product, more positive products is example of the strategic change intervention organization design. Major change in the organization design, change in the business model, major changes in the culture these are all are the results of the are the examples of the transformational change. Then comes the transitional change, merger and acquisition. It is a step by step process. Generally, merger and acquisition involves the financial due diligence and then the cultural due diligence. Only financial due diligence not doing cultural due diligence may result in failure of the mergers and acquisition. Most of the mergers and acquisitions are not being able to give the desired result or expected results. Not because the financial due diligence is not there. Primarily because the cultural integration is not is not done well. Then comes the alliances and networks. Having alliances to to operate in their different geography to capture the different customer segments and having the network to to access to the new market or to access to the new segment is again the example of the strategic intervention. Self designing organization meaning non-conventional design which is supported by the community and societies. Organization learning and knowledge management more and more organizations are recognizing that knowledge is the thing which is which gives the complete advantage. Creating knowledge is the milestone is the cornerstone of the complete advantage. And so, if you look at the Google or if you look at the 3M it is difficult to decipher whether they are competing on the product or actually they are competing on learning and creating knowledge. So, that is also a strategic intervention. So, when we look at knowledge and expertise as the source of the complete advantage built to change organizations are the dynamic organizations. If you remember in the previous session we talked about the company called Milliman. It is started as a textile company it it moved to the to the chemical companies and now it is identified more as a leader in the specialized chemicals. So, as the change is going on because of the global forces because of the technology and economic forces how organizations are able to change their portfolio that is the this is also part of the strategic intervention. The design of effective intervention we may know that a particular intervention is required, but it might not be successful in that organization until these things are these preconditions are met. Readiness for change, capability to change, council context and capabilities of the changes all four factors are equally important. Organization know that they need to enhance the innovation, organization may know they need to be more market oriented, but if they do not have the readiness, if people do not have the competency then change process will not take place. Cultural context I if my culture is very bureaucratic, if my culture is very petrolystic and if my organization need to be more market savvy then it will require a cultural due diligence, it will require a cultural readiness. We we need to make the cultural context ready to implement certain change process. I implemented in a very bureaucratic system, I implemented I implement ERP in a system where very poor communication is there it will not work and of course, the changes in the capability of the change change agent. Many times the change agents are engaged not based on their expertise in the capability based on the organizations comfort level with them or familiarity with them. If a technostructural change is required and a change agent is very very usually biased towards human process change or the person is not appreciative of the design related changes then also the orientations will not be successful.