Interventions to Build Collaboration in Organizations
Business leaders must continually look at the changing market to develop and implement strategies within their organizations. Failure to do so results in becoming less relevant to consumers and losing revenues. Organizational development intervention techniques are designed to assess information, process new strategies, and effectively integrate new approaches. Following the eight steps for organizational development process interventions helps leaders remain focused on specifics as they proceed through organizational change.
Entry signals refer to the flags a business leaders sees outside the business that alert him to start thinking about change. An entry signal could be external, such as a new competitor with innovative solutions, or internal, such as a sudden influx of negative feedback on products and services.
The purpose step defines the core issues that are at play with newly discovered issues. This may be the step where a third-party change agent is brought in to take over the organizational development (OD) intervention. For example, an influx of complaints may have started at the onset of moving to fulfillment centers with inexperienced employees. The change agent goes to the site and gathers all pertinent information. The purpose is to develop a strategy that will resolve the issues with the fulfillment center.
Assessment takes the information gathered in the previous step and summarizes the feedback. This is presented to other stakeholders and management so the group can then review the issues, the overall company goals and budget.
Stakeholders and leaders develop a plan to solve the problem. In the case of the new fulfillment center, the assessment may demonstrate a lack of training on company processes for fulfillment. The action plan becomes to implement a new training program to resolve it.
With intervention, leadership takes the action plan steps and begins the implementation process. Leadership explains to teams the series of changes that will happen and rolls out the change plan. In the case of the new fulfillment center, this means organizing the training in a way to least disrupt operations and running training programs.
Once the intervention is complete, leadership evaluates the results. This is where metrics are collected and measured compared to the control defined in the purpose and assessment phase and the goals set forth in the action plan.
After evaluating the success metrics of the action plan, the stakeholders and leadership determine if the changes will become a new part of the organization policy. In the case of the training program, it might become a mandatory onboarding process for all employees to complete.
Separation is the closure of the organizational development process most prominent when the change was implemented by a third-party change agent. This person begins the process of stepping away from the organization and project, providing duties to others within the organizations. If leadership was helming the intervention, a systematic delegation of duties is implemented to allow leaders to get to other tasks and projects.