TECHNIQUES OF ORGANISATIONAL DEVELOPMENT

Introduction

The term organisational development popularised in the 1950s and 1960s. Until then, discussions were mainly focused on individual and group level changes. Organisational development was a modern approach that focused on bringing changes in the overall organisational aspect. Organisational development is a technique used for bringing change in the entire aspect of the organisation rather than focusing on individuals or groups so that the changes can be readily absorbed.

Techniques of Organisational Development

• OD techniques are also referred to as OD interventions.
• OD techniques or interventions are sets of structured activities in which selected organisational units, also known as target groups (which can be groups or individuals), engage with a task or a series of tasks where the ultimate goal is the improvement or development of the organisation.

Some of the most popular techniques of OD are:

1. SENSITIVITY TRAINING

• Sensitivity training is popularly referred to as T-groups (T for training).
• This technique of OD assumes that, a manager’s behaviour is not how he thinks he behaves but how others view his behaviour.
• Sensitivity training depends on unstructured group interactions to change the behaviour of people in the organisation.
• This also helps an individual to understand the effect of his behaviour on others and his reaction to the behaviour of others.
• Various characteristics of T groups are:
  • A typical T group consist of 10-15 members, brought together in a free and open environment away from the work place.
  • There is no formal agenda and the individuals can interact among themselves freely aided by a facilitator.
  • The facilitator’s role is to create an opportunity for the members to express their ideas, feelings, attitudes and beliefs.

Thus, T groups help in providing participants with increased awareness of their own behaviour and how others perceive them, greater sensitivity to the behaviour and increased understanding of the group processes.

There are also limitations to this technique as the benefits received from this method is only short lived and employees tend to resort back to their old behaviour once the training is over.

1. GRID TRAINING & DEVELOPMENT

• One of the most important approaches to OD is Blake and Mouton’s Managerial Grid.
• This technique takes into account two major concerns found in all organisations, concern for productivity and concern for people.
• In grid OD, with the use of questionnaires, the consultant determines the existing styles of managers, so that they could re-examine their own styles and work towards overcoming flaws in their existing style.
• A typical grid OD program has the following stages:
  • Training: The managers learn about the grid concept and how they are applied. They assess their own managerial styles and work on skills such as team development, problem solving, communication etc.
  • Team Development: What was learned during the training stage is applied to actual organisation situation.
  • Intergroup development: While the above two stages aimed at managerial development, this stage marks the beginning of overall organisational development. Intergroup tensions are dealt with openly and joint problem solving procedures are adopted.
  • Organisational goal setting: Here, the participants contribute to and agree upon the important goals of the organisation. A sense of commitment and self-control are instilled in the participants.
  • Goal attainment: In this stage, the participants attempt to accomplish the goals which they set in the

Stabilisation: In this stage, all the efforts from the above stages are evaluated, and critical analysis is made. This helps in analysing the shortcomings and making necessary changes.

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