Human process interventions

Human Process Interventions

bullIndividual Interpersonal and Group Process Approaches

bullOrganization Process Approaches

COACHINGbull Involves working with organization members

(managers and executives) on a regular basis to help them clarify their goals deal with potential stumbling blocks and improve their performance

bull Highly personal interventionsbull Help managers gain perspective on their

dilemmas and transfer their learning into organizational results

bull When done well improves personal productivity and effective leading

4

Coaching or counselling

Goals

bull Assisting an executive to more effectively execute some transition such as merger integration and downsizing

bull Addressing a performance problem

bull Developing new behavioural skills as a part of leadership development program

Makes client understand how their behaviours are contributing to a current situation

Application Stages1 Establish the principles of the

relationship establishing goals of engagement parameters of relationship (schedules resources etc)

2 Conduct an assessment3 Debrief the results4 Develop an action plan5 Implement the action plan6 Assess the results

Training and DevelopmentbullFor TampD to be considered as an OD

intervention it must focus on changing the skills and knowledge of a group of organization members to improve their effectiveness

bullApplication Stages1 Perform a need assessment

1 Organization assessment (systems that may affect the ability to transfer the training back to the organization)

2 Work assessment (tasks activities and decisions that participants perform better after training)

2 Develop the objectives and design of training

Eg To be able to successfully handle 95 of customer complaints

To produce an acceptable strategic plan for the participantrsquos department

3 Deliver the training 4 Evaluate the training

Reaction Learning Behaviour Results

8

T-groups (sensitivity training)

Goals

bull Understanding onersquos own behaviour

bull Understanding the behaviour of others

bull Understanding group processes

bull Increased interpersonal diagnostic skills

bull Transforming learning into action

bull Self-analysis

9

Process consultation

Designed to help to improve processesbull Communicationbull Interpersonal relationshipsbull Problem-solving and decision-makingbull Leadership and authority

Process consultation is

Activitieshellip that help the client perceive understand and act upon the process events which occur in the clientrsquos environment

Schein (1987)

Group Process

bullPC deals with interpersonal and group processes that describe how organization members interact with each other

bullGroup process includesCommunication

Nature and style of communication process of transmitting and receiving thoughts facts and feelings

Can be overt or covert

Functional roles of gp members Individuals must address and understand

their self identity influence and power that will satisfy personal needs while working to accomplish group goals

Gp members must take on roles that enhance Task related activities Gp maintenance actions

Gp problem solving and decision making To be effective gp must be able to identify

problems examine alternatives and make decisions

Group norms Standards of behavior about what is good

and what is bad Process consultant can be helpful in assisting

group to understand whether he norms are helpful or dysfunctional

Use of leadership and authority How different leadership styles can help or

hinder a grouprsquos functioning Consultant can help a leader adjust his or her

style to fit the situation

Basic Process Interventions

bullIndividual InterventionsDesigned primarily to help people be more

effective in their communication with others

Eg process consultant can provide feedback about individualrsquos overt behaviours during meetings

Transaction Analysis

4ndash14

bullA valuable approach to understanding of human behaviour and action

bullDeveloped by Dr Eric Berne author of the book ldquoGames people playrdquo

bullDiscussed by Dr Thomas A Harry in his book ldquoIrsquoM OK - UrsquoRE OKrdquo

4ndash15

bullWhile we communicate with others we share not only facts amp information but also emotions values benefitsamp traditions

4ndash16

bullStarting point of the theoryWhen 2 people encounter with each

other one will speak to the otherThis is called the transaction stimulusThe reaction from the other will be

called the transaction responseThe person sending the response is

called the Agent and the person who responds is called the respondent

TA became the method of examining the transaction wherein ldquoI do something to you and you do something backrdquo

4ndash17

bull In any personal interaction a study of TA is useful in understanding and appropriately responding to varied behaviour

bullTA divides the individual personality into 3 ego states

bullEgo states have been defined as a constant pattern of thinking feeling and behaving

bullThese states are produced by recalling past events recalling real people real time real places and real feelings

Ego states

4ndash18

bullldquoa set of consistent amp coherent patterns of thinking feeling amp behavingrdquo

bullManifested inbull Tone of voicebull1048698 GesturePosturebull1048698 Facial Expressionbull1048698 Vocabulary

Ego States

19

20

STRUCTURE OF PERSONALITY

bull AS PER TA THE STRUCTURE OF PERSONALITY IS DIVIDED INTO THREE EGO STATES

bull P ndashPARENT EGO STATE (TAUGHT CONCEPT OF LIFE)

bull A- ADULT EGO STATE (THOUGHT CONCEPT OF LIFE)

bull C- CHILD EGO STATE (FELT CONCEPT OF LIFE)

4ndash21

4ndash22

The Parent state

bull The ego state which is lsquotaughtrsquo to usbull Built up gradually through modelling parentseldersbull Reading books watching films etcbull It is the repository of beliefs prejudices values bull Our ingrained voice of authority absorbed conditioning

learning and attitudes from when we were youngbull Parent is made of huge no of overt recorded playbacks

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Human Process Interventions

bullIndividual Interpersonal and Group Process Approaches

bullOrganization Process Approaches

COACHINGbull Involves working with organization members

(managers and executives) on a regular basis to help them clarify their goals deal with potential stumbling blocks and improve their performance

bull Highly personal interventionsbull Help managers gain perspective on their

dilemmas and transfer their learning into organizational results

bull When done well improves personal productivity and effective leading

4

Coaching or counselling

Goals

bull Assisting an executive to more effectively execute some transition such as merger integration and downsizing

bull Addressing a performance problem

bull Developing new behavioural skills as a part of leadership development program

Makes client understand how their behaviours are contributing to a current situation

Application Stages1 Establish the principles of the

relationship establishing goals of engagement parameters of relationship (schedules resources etc)

2 Conduct an assessment3 Debrief the results4 Develop an action plan5 Implement the action plan6 Assess the results

Training and DevelopmentbullFor TampD to be considered as an OD

intervention it must focus on changing the skills and knowledge of a group of organization members to improve their effectiveness

bullApplication Stages1 Perform a need assessment

1 Organization assessment (systems that may affect the ability to transfer the training back to the organization)

2 Work assessment (tasks activities and decisions that participants perform better after training)

2 Develop the objectives and design of training

Eg To be able to successfully handle 95 of customer complaints

To produce an acceptable strategic plan for the participantrsquos department

3 Deliver the training 4 Evaluate the training

Reaction Learning Behaviour Results

8

T-groups (sensitivity training)

Goals

bull Understanding onersquos own behaviour

bull Understanding the behaviour of others

bull Understanding group processes

bull Increased interpersonal diagnostic skills

bull Transforming learning into action

bull Self-analysis

9

Process consultation

Designed to help to improve processesbull Communicationbull Interpersonal relationshipsbull Problem-solving and decision-makingbull Leadership and authority

Process consultation is

Activitieshellip that help the client perceive understand and act upon the process events which occur in the clientrsquos environment

Schein (1987)

Group Process

bullPC deals with interpersonal and group processes that describe how organization members interact with each other

bullGroup process includesCommunication

Nature and style of communication process of transmitting and receiving thoughts facts and feelings

Can be overt or covert

Functional roles of gp members Individuals must address and understand

their self identity influence and power that will satisfy personal needs while working to accomplish group goals

Gp members must take on roles that enhance Task related activities Gp maintenance actions

Gp problem solving and decision making To be effective gp must be able to identify

problems examine alternatives and make decisions

Group norms Standards of behavior about what is good

and what is bad Process consultant can be helpful in assisting

group to understand whether he norms are helpful or dysfunctional

Use of leadership and authority How different leadership styles can help or

hinder a grouprsquos functioning Consultant can help a leader adjust his or her

style to fit the situation

Basic Process Interventions

bullIndividual InterventionsDesigned primarily to help people be more

effective in their communication with others

Eg process consultant can provide feedback about individualrsquos overt behaviours during meetings

Transaction Analysis

4ndash14

bullA valuable approach to understanding of human behaviour and action

bullDeveloped by Dr Eric Berne author of the book ldquoGames people playrdquo

bullDiscussed by Dr Thomas A Harry in his book ldquoIrsquoM OK - UrsquoRE OKrdquo

4ndash15

bullWhile we communicate with others we share not only facts amp information but also emotions values benefitsamp traditions

4ndash16

bullStarting point of the theoryWhen 2 people encounter with each

other one will speak to the otherThis is called the transaction stimulusThe reaction from the other will be

called the transaction responseThe person sending the response is

called the Agent and the person who responds is called the respondent

TA became the method of examining the transaction wherein ldquoI do something to you and you do something backrdquo

4ndash17

bull In any personal interaction a study of TA is useful in understanding and appropriately responding to varied behaviour

bullTA divides the individual personality into 3 ego states

bullEgo states have been defined as a constant pattern of thinking feeling and behaving

bullThese states are produced by recalling past events recalling real people real time real places and real feelings

Ego states

4ndash18

bullldquoa set of consistent amp coherent patterns of thinking feeling amp behavingrdquo

bullManifested inbull Tone of voicebull1048698 GesturePosturebull1048698 Facial Expressionbull1048698 Vocabulary

Ego States

19

20

STRUCTURE OF PERSONALITY

bull AS PER TA THE STRUCTURE OF PERSONALITY IS DIVIDED INTO THREE EGO STATES

bull P ndashPARENT EGO STATE (TAUGHT CONCEPT OF LIFE)

bull A- ADULT EGO STATE (THOUGHT CONCEPT OF LIFE)

bull C- CHILD EGO STATE (FELT CONCEPT OF LIFE)

4ndash21

4ndash22

The Parent state

bull The ego state which is lsquotaughtrsquo to usbull Built up gradually through modelling parentseldersbull Reading books watching films etcbull It is the repository of beliefs prejudices values bull Our ingrained voice of authority absorbed conditioning

learning and attitudes from when we were youngbull Parent is made of huge no of overt recorded playbacks

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

COACHINGbull Involves working with organization members

(managers and executives) on a regular basis to help them clarify their goals deal with potential stumbling blocks and improve their performance

bull Highly personal interventionsbull Help managers gain perspective on their

dilemmas and transfer their learning into organizational results

bull When done well improves personal productivity and effective leading

4

Coaching or counselling

Goals

bull Assisting an executive to more effectively execute some transition such as merger integration and downsizing

bull Addressing a performance problem

bull Developing new behavioural skills as a part of leadership development program

Makes client understand how their behaviours are contributing to a current situation

Application Stages1 Establish the principles of the

relationship establishing goals of engagement parameters of relationship (schedules resources etc)

2 Conduct an assessment3 Debrief the results4 Develop an action plan5 Implement the action plan6 Assess the results

Training and DevelopmentbullFor TampD to be considered as an OD

intervention it must focus on changing the skills and knowledge of a group of organization members to improve their effectiveness

bullApplication Stages1 Perform a need assessment

1 Organization assessment (systems that may affect the ability to transfer the training back to the organization)

2 Work assessment (tasks activities and decisions that participants perform better after training)

2 Develop the objectives and design of training

Eg To be able to successfully handle 95 of customer complaints

To produce an acceptable strategic plan for the participantrsquos department

3 Deliver the training 4 Evaluate the training

Reaction Learning Behaviour Results

8

T-groups (sensitivity training)

Goals

bull Understanding onersquos own behaviour

bull Understanding the behaviour of others

bull Understanding group processes

bull Increased interpersonal diagnostic skills

bull Transforming learning into action

bull Self-analysis

9

Process consultation

Designed to help to improve processesbull Communicationbull Interpersonal relationshipsbull Problem-solving and decision-makingbull Leadership and authority

Process consultation is

Activitieshellip that help the client perceive understand and act upon the process events which occur in the clientrsquos environment

Schein (1987)

Group Process

bullPC deals with interpersonal and group processes that describe how organization members interact with each other

bullGroup process includesCommunication

Nature and style of communication process of transmitting and receiving thoughts facts and feelings

Can be overt or covert

Functional roles of gp members Individuals must address and understand

their self identity influence and power that will satisfy personal needs while working to accomplish group goals

Gp members must take on roles that enhance Task related activities Gp maintenance actions

Gp problem solving and decision making To be effective gp must be able to identify

problems examine alternatives and make decisions

Group norms Standards of behavior about what is good

and what is bad Process consultant can be helpful in assisting

group to understand whether he norms are helpful or dysfunctional

Use of leadership and authority How different leadership styles can help or

hinder a grouprsquos functioning Consultant can help a leader adjust his or her

style to fit the situation

Basic Process Interventions

bullIndividual InterventionsDesigned primarily to help people be more

effective in their communication with others

Eg process consultant can provide feedback about individualrsquos overt behaviours during meetings

Transaction Analysis

4ndash14

bullA valuable approach to understanding of human behaviour and action

bullDeveloped by Dr Eric Berne author of the book ldquoGames people playrdquo

bullDiscussed by Dr Thomas A Harry in his book ldquoIrsquoM OK - UrsquoRE OKrdquo

4ndash15

bullWhile we communicate with others we share not only facts amp information but also emotions values benefitsamp traditions

4ndash16

bullStarting point of the theoryWhen 2 people encounter with each

other one will speak to the otherThis is called the transaction stimulusThe reaction from the other will be

called the transaction responseThe person sending the response is

called the Agent and the person who responds is called the respondent

TA became the method of examining the transaction wherein ldquoI do something to you and you do something backrdquo

4ndash17

bull In any personal interaction a study of TA is useful in understanding and appropriately responding to varied behaviour

bullTA divides the individual personality into 3 ego states

bullEgo states have been defined as a constant pattern of thinking feeling and behaving

bullThese states are produced by recalling past events recalling real people real time real places and real feelings

Ego states

4ndash18

bullldquoa set of consistent amp coherent patterns of thinking feeling amp behavingrdquo

bullManifested inbull Tone of voicebull1048698 GesturePosturebull1048698 Facial Expressionbull1048698 Vocabulary

Ego States

19

20

STRUCTURE OF PERSONALITY

bull AS PER TA THE STRUCTURE OF PERSONALITY IS DIVIDED INTO THREE EGO STATES

bull P ndashPARENT EGO STATE (TAUGHT CONCEPT OF LIFE)

bull A- ADULT EGO STATE (THOUGHT CONCEPT OF LIFE)

bull C- CHILD EGO STATE (FELT CONCEPT OF LIFE)

4ndash21

4ndash22

The Parent state

bull The ego state which is lsquotaughtrsquo to usbull Built up gradually through modelling parentseldersbull Reading books watching films etcbull It is the repository of beliefs prejudices values bull Our ingrained voice of authority absorbed conditioning

learning and attitudes from when we were youngbull Parent is made of huge no of overt recorded playbacks

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

4

Coaching or counselling

Goals

bull Assisting an executive to more effectively execute some transition such as merger integration and downsizing

bull Addressing a performance problem

bull Developing new behavioural skills as a part of leadership development program

Makes client understand how their behaviours are contributing to a current situation

Application Stages1 Establish the principles of the

relationship establishing goals of engagement parameters of relationship (schedules resources etc)

2 Conduct an assessment3 Debrief the results4 Develop an action plan5 Implement the action plan6 Assess the results

Training and DevelopmentbullFor TampD to be considered as an OD

intervention it must focus on changing the skills and knowledge of a group of organization members to improve their effectiveness

bullApplication Stages1 Perform a need assessment

1 Organization assessment (systems that may affect the ability to transfer the training back to the organization)

2 Work assessment (tasks activities and decisions that participants perform better after training)

2 Develop the objectives and design of training

Eg To be able to successfully handle 95 of customer complaints

To produce an acceptable strategic plan for the participantrsquos department

3 Deliver the training 4 Evaluate the training

Reaction Learning Behaviour Results

8

T-groups (sensitivity training)

Goals

bull Understanding onersquos own behaviour

bull Understanding the behaviour of others

bull Understanding group processes

bull Increased interpersonal diagnostic skills

bull Transforming learning into action

bull Self-analysis

9

Process consultation

Designed to help to improve processesbull Communicationbull Interpersonal relationshipsbull Problem-solving and decision-makingbull Leadership and authority

Process consultation is

Activitieshellip that help the client perceive understand and act upon the process events which occur in the clientrsquos environment

Schein (1987)

Group Process

bullPC deals with interpersonal and group processes that describe how organization members interact with each other

bullGroup process includesCommunication

Nature and style of communication process of transmitting and receiving thoughts facts and feelings

Can be overt or covert

Functional roles of gp members Individuals must address and understand

their self identity influence and power that will satisfy personal needs while working to accomplish group goals

Gp members must take on roles that enhance Task related activities Gp maintenance actions

Gp problem solving and decision making To be effective gp must be able to identify

problems examine alternatives and make decisions

Group norms Standards of behavior about what is good

and what is bad Process consultant can be helpful in assisting

group to understand whether he norms are helpful or dysfunctional

Use of leadership and authority How different leadership styles can help or

hinder a grouprsquos functioning Consultant can help a leader adjust his or her

style to fit the situation

Basic Process Interventions

bullIndividual InterventionsDesigned primarily to help people be more

effective in their communication with others

Eg process consultant can provide feedback about individualrsquos overt behaviours during meetings

Transaction Analysis

4ndash14

bullA valuable approach to understanding of human behaviour and action

bullDeveloped by Dr Eric Berne author of the book ldquoGames people playrdquo

bullDiscussed by Dr Thomas A Harry in his book ldquoIrsquoM OK - UrsquoRE OKrdquo

4ndash15

bullWhile we communicate with others we share not only facts amp information but also emotions values benefitsamp traditions

4ndash16

bullStarting point of the theoryWhen 2 people encounter with each

other one will speak to the otherThis is called the transaction stimulusThe reaction from the other will be

called the transaction responseThe person sending the response is

called the Agent and the person who responds is called the respondent

TA became the method of examining the transaction wherein ldquoI do something to you and you do something backrdquo

4ndash17

bull In any personal interaction a study of TA is useful in understanding and appropriately responding to varied behaviour

bullTA divides the individual personality into 3 ego states

bullEgo states have been defined as a constant pattern of thinking feeling and behaving

bullThese states are produced by recalling past events recalling real people real time real places and real feelings

Ego states

4ndash18

bullldquoa set of consistent amp coherent patterns of thinking feeling amp behavingrdquo

bullManifested inbull Tone of voicebull1048698 GesturePosturebull1048698 Facial Expressionbull1048698 Vocabulary

Ego States

19

20

STRUCTURE OF PERSONALITY

bull AS PER TA THE STRUCTURE OF PERSONALITY IS DIVIDED INTO THREE EGO STATES

bull P ndashPARENT EGO STATE (TAUGHT CONCEPT OF LIFE)

bull A- ADULT EGO STATE (THOUGHT CONCEPT OF LIFE)

bull C- CHILD EGO STATE (FELT CONCEPT OF LIFE)

4ndash21

4ndash22

The Parent state

bull The ego state which is lsquotaughtrsquo to usbull Built up gradually through modelling parentseldersbull Reading books watching films etcbull It is the repository of beliefs prejudices values bull Our ingrained voice of authority absorbed conditioning

learning and attitudes from when we were youngbull Parent is made of huge no of overt recorded playbacks

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Application Stages1 Establish the principles of the

relationship establishing goals of engagement parameters of relationship (schedules resources etc)

2 Conduct an assessment3 Debrief the results4 Develop an action plan5 Implement the action plan6 Assess the results

Training and DevelopmentbullFor TampD to be considered as an OD

intervention it must focus on changing the skills and knowledge of a group of organization members to improve their effectiveness

bullApplication Stages1 Perform a need assessment

1 Organization assessment (systems that may affect the ability to transfer the training back to the organization)

2 Work assessment (tasks activities and decisions that participants perform better after training)

2 Develop the objectives and design of training

Eg To be able to successfully handle 95 of customer complaints

To produce an acceptable strategic plan for the participantrsquos department

3 Deliver the training 4 Evaluate the training

Reaction Learning Behaviour Results

8

T-groups (sensitivity training)

Goals

bull Understanding onersquos own behaviour

bull Understanding the behaviour of others

bull Understanding group processes

bull Increased interpersonal diagnostic skills

bull Transforming learning into action

bull Self-analysis

9

Process consultation

Designed to help to improve processesbull Communicationbull Interpersonal relationshipsbull Problem-solving and decision-makingbull Leadership and authority

Process consultation is

Activitieshellip that help the client perceive understand and act upon the process events which occur in the clientrsquos environment

Schein (1987)

Group Process

bullPC deals with interpersonal and group processes that describe how organization members interact with each other

bullGroup process includesCommunication

Nature and style of communication process of transmitting and receiving thoughts facts and feelings

Can be overt or covert

Functional roles of gp members Individuals must address and understand

their self identity influence and power that will satisfy personal needs while working to accomplish group goals

Gp members must take on roles that enhance Task related activities Gp maintenance actions

Gp problem solving and decision making To be effective gp must be able to identify

problems examine alternatives and make decisions

Group norms Standards of behavior about what is good

and what is bad Process consultant can be helpful in assisting

group to understand whether he norms are helpful or dysfunctional

Use of leadership and authority How different leadership styles can help or

hinder a grouprsquos functioning Consultant can help a leader adjust his or her

style to fit the situation

Basic Process Interventions

bullIndividual InterventionsDesigned primarily to help people be more

effective in their communication with others

Eg process consultant can provide feedback about individualrsquos overt behaviours during meetings

Transaction Analysis

4ndash14

bullA valuable approach to understanding of human behaviour and action

bullDeveloped by Dr Eric Berne author of the book ldquoGames people playrdquo

bullDiscussed by Dr Thomas A Harry in his book ldquoIrsquoM OK - UrsquoRE OKrdquo

4ndash15

bullWhile we communicate with others we share not only facts amp information but also emotions values benefitsamp traditions

4ndash16

bullStarting point of the theoryWhen 2 people encounter with each

other one will speak to the otherThis is called the transaction stimulusThe reaction from the other will be

called the transaction responseThe person sending the response is

called the Agent and the person who responds is called the respondent

TA became the method of examining the transaction wherein ldquoI do something to you and you do something backrdquo

4ndash17

bull In any personal interaction a study of TA is useful in understanding and appropriately responding to varied behaviour

bullTA divides the individual personality into 3 ego states

bullEgo states have been defined as a constant pattern of thinking feeling and behaving

bullThese states are produced by recalling past events recalling real people real time real places and real feelings

Ego states

4ndash18

bullldquoa set of consistent amp coherent patterns of thinking feeling amp behavingrdquo

bullManifested inbull Tone of voicebull1048698 GesturePosturebull1048698 Facial Expressionbull1048698 Vocabulary

Ego States

19

20

STRUCTURE OF PERSONALITY

bull AS PER TA THE STRUCTURE OF PERSONALITY IS DIVIDED INTO THREE EGO STATES

bull P ndashPARENT EGO STATE (TAUGHT CONCEPT OF LIFE)

bull A- ADULT EGO STATE (THOUGHT CONCEPT OF LIFE)

bull C- CHILD EGO STATE (FELT CONCEPT OF LIFE)

4ndash21

4ndash22

The Parent state

bull The ego state which is lsquotaughtrsquo to usbull Built up gradually through modelling parentseldersbull Reading books watching films etcbull It is the repository of beliefs prejudices values bull Our ingrained voice of authority absorbed conditioning

learning and attitudes from when we were youngbull Parent is made of huge no of overt recorded playbacks

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Training and DevelopmentbullFor TampD to be considered as an OD

intervention it must focus on changing the skills and knowledge of a group of organization members to improve their effectiveness

bullApplication Stages1 Perform a need assessment

1 Organization assessment (systems that may affect the ability to transfer the training back to the organization)

2 Work assessment (tasks activities and decisions that participants perform better after training)

2 Develop the objectives and design of training

Eg To be able to successfully handle 95 of customer complaints

To produce an acceptable strategic plan for the participantrsquos department

3 Deliver the training 4 Evaluate the training

Reaction Learning Behaviour Results

8

T-groups (sensitivity training)

Goals

bull Understanding onersquos own behaviour

bull Understanding the behaviour of others

bull Understanding group processes

bull Increased interpersonal diagnostic skills

bull Transforming learning into action

bull Self-analysis

9

Process consultation

Designed to help to improve processesbull Communicationbull Interpersonal relationshipsbull Problem-solving and decision-makingbull Leadership and authority

Process consultation is

Activitieshellip that help the client perceive understand and act upon the process events which occur in the clientrsquos environment

Schein (1987)

Group Process

bullPC deals with interpersonal and group processes that describe how organization members interact with each other

bullGroup process includesCommunication

Nature and style of communication process of transmitting and receiving thoughts facts and feelings

Can be overt or covert

Functional roles of gp members Individuals must address and understand

their self identity influence and power that will satisfy personal needs while working to accomplish group goals

Gp members must take on roles that enhance Task related activities Gp maintenance actions

Gp problem solving and decision making To be effective gp must be able to identify

problems examine alternatives and make decisions

Group norms Standards of behavior about what is good

and what is bad Process consultant can be helpful in assisting

group to understand whether he norms are helpful or dysfunctional

Use of leadership and authority How different leadership styles can help or

hinder a grouprsquos functioning Consultant can help a leader adjust his or her

style to fit the situation

Basic Process Interventions

bullIndividual InterventionsDesigned primarily to help people be more

effective in their communication with others

Eg process consultant can provide feedback about individualrsquos overt behaviours during meetings

Transaction Analysis

4ndash14

bullA valuable approach to understanding of human behaviour and action

bullDeveloped by Dr Eric Berne author of the book ldquoGames people playrdquo

bullDiscussed by Dr Thomas A Harry in his book ldquoIrsquoM OK - UrsquoRE OKrdquo

4ndash15

bullWhile we communicate with others we share not only facts amp information but also emotions values benefitsamp traditions

4ndash16

bullStarting point of the theoryWhen 2 people encounter with each

other one will speak to the otherThis is called the transaction stimulusThe reaction from the other will be

called the transaction responseThe person sending the response is

called the Agent and the person who responds is called the respondent

TA became the method of examining the transaction wherein ldquoI do something to you and you do something backrdquo

4ndash17

bull In any personal interaction a study of TA is useful in understanding and appropriately responding to varied behaviour

bullTA divides the individual personality into 3 ego states

bullEgo states have been defined as a constant pattern of thinking feeling and behaving

bullThese states are produced by recalling past events recalling real people real time real places and real feelings

Ego states

4ndash18

bullldquoa set of consistent amp coherent patterns of thinking feeling amp behavingrdquo

bullManifested inbull Tone of voicebull1048698 GesturePosturebull1048698 Facial Expressionbull1048698 Vocabulary

Ego States

19

20

STRUCTURE OF PERSONALITY

bull AS PER TA THE STRUCTURE OF PERSONALITY IS DIVIDED INTO THREE EGO STATES

bull P ndashPARENT EGO STATE (TAUGHT CONCEPT OF LIFE)

bull A- ADULT EGO STATE (THOUGHT CONCEPT OF LIFE)

bull C- CHILD EGO STATE (FELT CONCEPT OF LIFE)

4ndash21

4ndash22

The Parent state

bull The ego state which is lsquotaughtrsquo to usbull Built up gradually through modelling parentseldersbull Reading books watching films etcbull It is the repository of beliefs prejudices values bull Our ingrained voice of authority absorbed conditioning

learning and attitudes from when we were youngbull Parent is made of huge no of overt recorded playbacks

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

2 Develop the objectives and design of training

Eg To be able to successfully handle 95 of customer complaints

To produce an acceptable strategic plan for the participantrsquos department

3 Deliver the training 4 Evaluate the training

Reaction Learning Behaviour Results

8

T-groups (sensitivity training)

Goals

bull Understanding onersquos own behaviour

bull Understanding the behaviour of others

bull Understanding group processes

bull Increased interpersonal diagnostic skills

bull Transforming learning into action

bull Self-analysis

9

Process consultation

Designed to help to improve processesbull Communicationbull Interpersonal relationshipsbull Problem-solving and decision-makingbull Leadership and authority

Process consultation is

Activitieshellip that help the client perceive understand and act upon the process events which occur in the clientrsquos environment

Schein (1987)

Group Process

bullPC deals with interpersonal and group processes that describe how organization members interact with each other

bullGroup process includesCommunication

Nature and style of communication process of transmitting and receiving thoughts facts and feelings

Can be overt or covert

Functional roles of gp members Individuals must address and understand

their self identity influence and power that will satisfy personal needs while working to accomplish group goals

Gp members must take on roles that enhance Task related activities Gp maintenance actions

Gp problem solving and decision making To be effective gp must be able to identify

problems examine alternatives and make decisions

Group norms Standards of behavior about what is good

and what is bad Process consultant can be helpful in assisting

group to understand whether he norms are helpful or dysfunctional

Use of leadership and authority How different leadership styles can help or

hinder a grouprsquos functioning Consultant can help a leader adjust his or her

style to fit the situation

Basic Process Interventions

bullIndividual InterventionsDesigned primarily to help people be more

effective in their communication with others

Eg process consultant can provide feedback about individualrsquos overt behaviours during meetings

Transaction Analysis

4ndash14

bullA valuable approach to understanding of human behaviour and action

bullDeveloped by Dr Eric Berne author of the book ldquoGames people playrdquo

bullDiscussed by Dr Thomas A Harry in his book ldquoIrsquoM OK - UrsquoRE OKrdquo

4ndash15

bullWhile we communicate with others we share not only facts amp information but also emotions values benefitsamp traditions

4ndash16

bullStarting point of the theoryWhen 2 people encounter with each

other one will speak to the otherThis is called the transaction stimulusThe reaction from the other will be

called the transaction responseThe person sending the response is

called the Agent and the person who responds is called the respondent

TA became the method of examining the transaction wherein ldquoI do something to you and you do something backrdquo

4ndash17

bull In any personal interaction a study of TA is useful in understanding and appropriately responding to varied behaviour

bullTA divides the individual personality into 3 ego states

bullEgo states have been defined as a constant pattern of thinking feeling and behaving

bullThese states are produced by recalling past events recalling real people real time real places and real feelings

Ego states

4ndash18

bullldquoa set of consistent amp coherent patterns of thinking feeling amp behavingrdquo

bullManifested inbull Tone of voicebull1048698 GesturePosturebull1048698 Facial Expressionbull1048698 Vocabulary

Ego States

19

20

STRUCTURE OF PERSONALITY

bull AS PER TA THE STRUCTURE OF PERSONALITY IS DIVIDED INTO THREE EGO STATES

bull P ndashPARENT EGO STATE (TAUGHT CONCEPT OF LIFE)

bull A- ADULT EGO STATE (THOUGHT CONCEPT OF LIFE)

bull C- CHILD EGO STATE (FELT CONCEPT OF LIFE)

4ndash21

4ndash22

The Parent state

bull The ego state which is lsquotaughtrsquo to usbull Built up gradually through modelling parentseldersbull Reading books watching films etcbull It is the repository of beliefs prejudices values bull Our ingrained voice of authority absorbed conditioning

learning and attitudes from when we were youngbull Parent is made of huge no of overt recorded playbacks

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

8

T-groups (sensitivity training)

Goals

bull Understanding onersquos own behaviour

bull Understanding the behaviour of others

bull Understanding group processes

bull Increased interpersonal diagnostic skills

bull Transforming learning into action

bull Self-analysis

9

Process consultation

Designed to help to improve processesbull Communicationbull Interpersonal relationshipsbull Problem-solving and decision-makingbull Leadership and authority

Process consultation is

Activitieshellip that help the client perceive understand and act upon the process events which occur in the clientrsquos environment

Schein (1987)

Group Process

bullPC deals with interpersonal and group processes that describe how organization members interact with each other

bullGroup process includesCommunication

Nature and style of communication process of transmitting and receiving thoughts facts and feelings

Can be overt or covert

Functional roles of gp members Individuals must address and understand

their self identity influence and power that will satisfy personal needs while working to accomplish group goals

Gp members must take on roles that enhance Task related activities Gp maintenance actions

Gp problem solving and decision making To be effective gp must be able to identify

problems examine alternatives and make decisions

Group norms Standards of behavior about what is good

and what is bad Process consultant can be helpful in assisting

group to understand whether he norms are helpful or dysfunctional

Use of leadership and authority How different leadership styles can help or

hinder a grouprsquos functioning Consultant can help a leader adjust his or her

style to fit the situation

Basic Process Interventions

bullIndividual InterventionsDesigned primarily to help people be more

effective in their communication with others

Eg process consultant can provide feedback about individualrsquos overt behaviours during meetings

Transaction Analysis

4ndash14

bullA valuable approach to understanding of human behaviour and action

bullDeveloped by Dr Eric Berne author of the book ldquoGames people playrdquo

bullDiscussed by Dr Thomas A Harry in his book ldquoIrsquoM OK - UrsquoRE OKrdquo

4ndash15

bullWhile we communicate with others we share not only facts amp information but also emotions values benefitsamp traditions

4ndash16

bullStarting point of the theoryWhen 2 people encounter with each

other one will speak to the otherThis is called the transaction stimulusThe reaction from the other will be

called the transaction responseThe person sending the response is

called the Agent and the person who responds is called the respondent

TA became the method of examining the transaction wherein ldquoI do something to you and you do something backrdquo

4ndash17

bull In any personal interaction a study of TA is useful in understanding and appropriately responding to varied behaviour

bullTA divides the individual personality into 3 ego states

bullEgo states have been defined as a constant pattern of thinking feeling and behaving

bullThese states are produced by recalling past events recalling real people real time real places and real feelings

Ego states

4ndash18

bullldquoa set of consistent amp coherent patterns of thinking feeling amp behavingrdquo

bullManifested inbull Tone of voicebull1048698 GesturePosturebull1048698 Facial Expressionbull1048698 Vocabulary

Ego States

19

20

STRUCTURE OF PERSONALITY

bull AS PER TA THE STRUCTURE OF PERSONALITY IS DIVIDED INTO THREE EGO STATES

bull P ndashPARENT EGO STATE (TAUGHT CONCEPT OF LIFE)

bull A- ADULT EGO STATE (THOUGHT CONCEPT OF LIFE)

bull C- CHILD EGO STATE (FELT CONCEPT OF LIFE)

4ndash21

4ndash22

The Parent state

bull The ego state which is lsquotaughtrsquo to usbull Built up gradually through modelling parentseldersbull Reading books watching films etcbull It is the repository of beliefs prejudices values bull Our ingrained voice of authority absorbed conditioning

learning and attitudes from when we were youngbull Parent is made of huge no of overt recorded playbacks

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

9

Process consultation

Designed to help to improve processesbull Communicationbull Interpersonal relationshipsbull Problem-solving and decision-makingbull Leadership and authority

Process consultation is

Activitieshellip that help the client perceive understand and act upon the process events which occur in the clientrsquos environment

Schein (1987)

Group Process

bullPC deals with interpersonal and group processes that describe how organization members interact with each other

bullGroup process includesCommunication

Nature and style of communication process of transmitting and receiving thoughts facts and feelings

Can be overt or covert

Functional roles of gp members Individuals must address and understand

their self identity influence and power that will satisfy personal needs while working to accomplish group goals

Gp members must take on roles that enhance Task related activities Gp maintenance actions

Gp problem solving and decision making To be effective gp must be able to identify

problems examine alternatives and make decisions

Group norms Standards of behavior about what is good

and what is bad Process consultant can be helpful in assisting

group to understand whether he norms are helpful or dysfunctional

Use of leadership and authority How different leadership styles can help or

hinder a grouprsquos functioning Consultant can help a leader adjust his or her

style to fit the situation

Basic Process Interventions

bullIndividual InterventionsDesigned primarily to help people be more

effective in their communication with others

Eg process consultant can provide feedback about individualrsquos overt behaviours during meetings

Transaction Analysis

4ndash14

bullA valuable approach to understanding of human behaviour and action

bullDeveloped by Dr Eric Berne author of the book ldquoGames people playrdquo

bullDiscussed by Dr Thomas A Harry in his book ldquoIrsquoM OK - UrsquoRE OKrdquo

4ndash15

bullWhile we communicate with others we share not only facts amp information but also emotions values benefitsamp traditions

4ndash16

bullStarting point of the theoryWhen 2 people encounter with each

other one will speak to the otherThis is called the transaction stimulusThe reaction from the other will be

called the transaction responseThe person sending the response is

called the Agent and the person who responds is called the respondent

TA became the method of examining the transaction wherein ldquoI do something to you and you do something backrdquo

4ndash17

bull In any personal interaction a study of TA is useful in understanding and appropriately responding to varied behaviour

bullTA divides the individual personality into 3 ego states

bullEgo states have been defined as a constant pattern of thinking feeling and behaving

bullThese states are produced by recalling past events recalling real people real time real places and real feelings

Ego states

4ndash18

bullldquoa set of consistent amp coherent patterns of thinking feeling amp behavingrdquo

bullManifested inbull Tone of voicebull1048698 GesturePosturebull1048698 Facial Expressionbull1048698 Vocabulary

Ego States

19

20

STRUCTURE OF PERSONALITY

bull AS PER TA THE STRUCTURE OF PERSONALITY IS DIVIDED INTO THREE EGO STATES

bull P ndashPARENT EGO STATE (TAUGHT CONCEPT OF LIFE)

bull A- ADULT EGO STATE (THOUGHT CONCEPT OF LIFE)

bull C- CHILD EGO STATE (FELT CONCEPT OF LIFE)

4ndash21

4ndash22

The Parent state

bull The ego state which is lsquotaughtrsquo to usbull Built up gradually through modelling parentseldersbull Reading books watching films etcbull It is the repository of beliefs prejudices values bull Our ingrained voice of authority absorbed conditioning

learning and attitudes from when we were youngbull Parent is made of huge no of overt recorded playbacks

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Group Process

bullPC deals with interpersonal and group processes that describe how organization members interact with each other

bullGroup process includesCommunication

Nature and style of communication process of transmitting and receiving thoughts facts and feelings

Can be overt or covert

Functional roles of gp members Individuals must address and understand

their self identity influence and power that will satisfy personal needs while working to accomplish group goals

Gp members must take on roles that enhance Task related activities Gp maintenance actions

Gp problem solving and decision making To be effective gp must be able to identify

problems examine alternatives and make decisions

Group norms Standards of behavior about what is good

and what is bad Process consultant can be helpful in assisting

group to understand whether he norms are helpful or dysfunctional

Use of leadership and authority How different leadership styles can help or

hinder a grouprsquos functioning Consultant can help a leader adjust his or her

style to fit the situation

Basic Process Interventions

bullIndividual InterventionsDesigned primarily to help people be more

effective in their communication with others

Eg process consultant can provide feedback about individualrsquos overt behaviours during meetings

Transaction Analysis

4ndash14

bullA valuable approach to understanding of human behaviour and action

bullDeveloped by Dr Eric Berne author of the book ldquoGames people playrdquo

bullDiscussed by Dr Thomas A Harry in his book ldquoIrsquoM OK - UrsquoRE OKrdquo

4ndash15

bullWhile we communicate with others we share not only facts amp information but also emotions values benefitsamp traditions

4ndash16

bullStarting point of the theoryWhen 2 people encounter with each

other one will speak to the otherThis is called the transaction stimulusThe reaction from the other will be

called the transaction responseThe person sending the response is

called the Agent and the person who responds is called the respondent

TA became the method of examining the transaction wherein ldquoI do something to you and you do something backrdquo

4ndash17

bull In any personal interaction a study of TA is useful in understanding and appropriately responding to varied behaviour

bullTA divides the individual personality into 3 ego states

bullEgo states have been defined as a constant pattern of thinking feeling and behaving

bullThese states are produced by recalling past events recalling real people real time real places and real feelings

Ego states

4ndash18

bullldquoa set of consistent amp coherent patterns of thinking feeling amp behavingrdquo

bullManifested inbull Tone of voicebull1048698 GesturePosturebull1048698 Facial Expressionbull1048698 Vocabulary

Ego States

19

20

STRUCTURE OF PERSONALITY

bull AS PER TA THE STRUCTURE OF PERSONALITY IS DIVIDED INTO THREE EGO STATES

bull P ndashPARENT EGO STATE (TAUGHT CONCEPT OF LIFE)

bull A- ADULT EGO STATE (THOUGHT CONCEPT OF LIFE)

bull C- CHILD EGO STATE (FELT CONCEPT OF LIFE)

4ndash21

4ndash22

The Parent state

bull The ego state which is lsquotaughtrsquo to usbull Built up gradually through modelling parentseldersbull Reading books watching films etcbull It is the repository of beliefs prejudices values bull Our ingrained voice of authority absorbed conditioning

learning and attitudes from when we were youngbull Parent is made of huge no of overt recorded playbacks

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Functional roles of gp members Individuals must address and understand

their self identity influence and power that will satisfy personal needs while working to accomplish group goals

Gp members must take on roles that enhance Task related activities Gp maintenance actions

Gp problem solving and decision making To be effective gp must be able to identify

problems examine alternatives and make decisions

Group norms Standards of behavior about what is good

and what is bad Process consultant can be helpful in assisting

group to understand whether he norms are helpful or dysfunctional

Use of leadership and authority How different leadership styles can help or

hinder a grouprsquos functioning Consultant can help a leader adjust his or her

style to fit the situation

Basic Process Interventions

bullIndividual InterventionsDesigned primarily to help people be more

effective in their communication with others

Eg process consultant can provide feedback about individualrsquos overt behaviours during meetings

Transaction Analysis

4ndash14

bullA valuable approach to understanding of human behaviour and action

bullDeveloped by Dr Eric Berne author of the book ldquoGames people playrdquo

bullDiscussed by Dr Thomas A Harry in his book ldquoIrsquoM OK - UrsquoRE OKrdquo

4ndash15

bullWhile we communicate with others we share not only facts amp information but also emotions values benefitsamp traditions

4ndash16

bullStarting point of the theoryWhen 2 people encounter with each

other one will speak to the otherThis is called the transaction stimulusThe reaction from the other will be

called the transaction responseThe person sending the response is

called the Agent and the person who responds is called the respondent

TA became the method of examining the transaction wherein ldquoI do something to you and you do something backrdquo

4ndash17

bull In any personal interaction a study of TA is useful in understanding and appropriately responding to varied behaviour

bullTA divides the individual personality into 3 ego states

bullEgo states have been defined as a constant pattern of thinking feeling and behaving

bullThese states are produced by recalling past events recalling real people real time real places and real feelings

Ego states

4ndash18

bullldquoa set of consistent amp coherent patterns of thinking feeling amp behavingrdquo

bullManifested inbull Tone of voicebull1048698 GesturePosturebull1048698 Facial Expressionbull1048698 Vocabulary

Ego States

19

20

STRUCTURE OF PERSONALITY

bull AS PER TA THE STRUCTURE OF PERSONALITY IS DIVIDED INTO THREE EGO STATES

bull P ndashPARENT EGO STATE (TAUGHT CONCEPT OF LIFE)

bull A- ADULT EGO STATE (THOUGHT CONCEPT OF LIFE)

bull C- CHILD EGO STATE (FELT CONCEPT OF LIFE)

4ndash21

4ndash22

The Parent state

bull The ego state which is lsquotaughtrsquo to usbull Built up gradually through modelling parentseldersbull Reading books watching films etcbull It is the repository of beliefs prejudices values bull Our ingrained voice of authority absorbed conditioning

learning and attitudes from when we were youngbull Parent is made of huge no of overt recorded playbacks

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Group norms Standards of behavior about what is good

and what is bad Process consultant can be helpful in assisting

group to understand whether he norms are helpful or dysfunctional

Use of leadership and authority How different leadership styles can help or

hinder a grouprsquos functioning Consultant can help a leader adjust his or her

style to fit the situation

Basic Process Interventions

bullIndividual InterventionsDesigned primarily to help people be more

effective in their communication with others

Eg process consultant can provide feedback about individualrsquos overt behaviours during meetings

Transaction Analysis

4ndash14

bullA valuable approach to understanding of human behaviour and action

bullDeveloped by Dr Eric Berne author of the book ldquoGames people playrdquo

bullDiscussed by Dr Thomas A Harry in his book ldquoIrsquoM OK - UrsquoRE OKrdquo

4ndash15

bullWhile we communicate with others we share not only facts amp information but also emotions values benefitsamp traditions

4ndash16

bullStarting point of the theoryWhen 2 people encounter with each

other one will speak to the otherThis is called the transaction stimulusThe reaction from the other will be

called the transaction responseThe person sending the response is

called the Agent and the person who responds is called the respondent

TA became the method of examining the transaction wherein ldquoI do something to you and you do something backrdquo

4ndash17

bull In any personal interaction a study of TA is useful in understanding and appropriately responding to varied behaviour

bullTA divides the individual personality into 3 ego states

bullEgo states have been defined as a constant pattern of thinking feeling and behaving

bullThese states are produced by recalling past events recalling real people real time real places and real feelings

Ego states

4ndash18

bullldquoa set of consistent amp coherent patterns of thinking feeling amp behavingrdquo

bullManifested inbull Tone of voicebull1048698 GesturePosturebull1048698 Facial Expressionbull1048698 Vocabulary

Ego States

19

20

STRUCTURE OF PERSONALITY

bull AS PER TA THE STRUCTURE OF PERSONALITY IS DIVIDED INTO THREE EGO STATES

bull P ndashPARENT EGO STATE (TAUGHT CONCEPT OF LIFE)

bull A- ADULT EGO STATE (THOUGHT CONCEPT OF LIFE)

bull C- CHILD EGO STATE (FELT CONCEPT OF LIFE)

4ndash21

4ndash22

The Parent state

bull The ego state which is lsquotaughtrsquo to usbull Built up gradually through modelling parentseldersbull Reading books watching films etcbull It is the repository of beliefs prejudices values bull Our ingrained voice of authority absorbed conditioning

learning and attitudes from when we were youngbull Parent is made of huge no of overt recorded playbacks

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Basic Process Interventions

bullIndividual InterventionsDesigned primarily to help people be more

effective in their communication with others

Eg process consultant can provide feedback about individualrsquos overt behaviours during meetings

Transaction Analysis

4ndash14

bullA valuable approach to understanding of human behaviour and action

bullDeveloped by Dr Eric Berne author of the book ldquoGames people playrdquo

bullDiscussed by Dr Thomas A Harry in his book ldquoIrsquoM OK - UrsquoRE OKrdquo

4ndash15

bullWhile we communicate with others we share not only facts amp information but also emotions values benefitsamp traditions

4ndash16

bullStarting point of the theoryWhen 2 people encounter with each

other one will speak to the otherThis is called the transaction stimulusThe reaction from the other will be

called the transaction responseThe person sending the response is

called the Agent and the person who responds is called the respondent

TA became the method of examining the transaction wherein ldquoI do something to you and you do something backrdquo

4ndash17

bull In any personal interaction a study of TA is useful in understanding and appropriately responding to varied behaviour

bullTA divides the individual personality into 3 ego states

bullEgo states have been defined as a constant pattern of thinking feeling and behaving

bullThese states are produced by recalling past events recalling real people real time real places and real feelings

Ego states

4ndash18

bullldquoa set of consistent amp coherent patterns of thinking feeling amp behavingrdquo

bullManifested inbull Tone of voicebull1048698 GesturePosturebull1048698 Facial Expressionbull1048698 Vocabulary

Ego States

19

20

STRUCTURE OF PERSONALITY

bull AS PER TA THE STRUCTURE OF PERSONALITY IS DIVIDED INTO THREE EGO STATES

bull P ndashPARENT EGO STATE (TAUGHT CONCEPT OF LIFE)

bull A- ADULT EGO STATE (THOUGHT CONCEPT OF LIFE)

bull C- CHILD EGO STATE (FELT CONCEPT OF LIFE)

4ndash21

4ndash22

The Parent state

bull The ego state which is lsquotaughtrsquo to usbull Built up gradually through modelling parentseldersbull Reading books watching films etcbull It is the repository of beliefs prejudices values bull Our ingrained voice of authority absorbed conditioning

learning and attitudes from when we were youngbull Parent is made of huge no of overt recorded playbacks

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Transaction Analysis

4ndash14

bullA valuable approach to understanding of human behaviour and action

bullDeveloped by Dr Eric Berne author of the book ldquoGames people playrdquo

bullDiscussed by Dr Thomas A Harry in his book ldquoIrsquoM OK - UrsquoRE OKrdquo

4ndash15

bullWhile we communicate with others we share not only facts amp information but also emotions values benefitsamp traditions

4ndash16

bullStarting point of the theoryWhen 2 people encounter with each

other one will speak to the otherThis is called the transaction stimulusThe reaction from the other will be

called the transaction responseThe person sending the response is

called the Agent and the person who responds is called the respondent

TA became the method of examining the transaction wherein ldquoI do something to you and you do something backrdquo

4ndash17

bull In any personal interaction a study of TA is useful in understanding and appropriately responding to varied behaviour

bullTA divides the individual personality into 3 ego states

bullEgo states have been defined as a constant pattern of thinking feeling and behaving

bullThese states are produced by recalling past events recalling real people real time real places and real feelings

Ego states

4ndash18

bullldquoa set of consistent amp coherent patterns of thinking feeling amp behavingrdquo

bullManifested inbull Tone of voicebull1048698 GesturePosturebull1048698 Facial Expressionbull1048698 Vocabulary

Ego States

19

20

STRUCTURE OF PERSONALITY

bull AS PER TA THE STRUCTURE OF PERSONALITY IS DIVIDED INTO THREE EGO STATES

bull P ndashPARENT EGO STATE (TAUGHT CONCEPT OF LIFE)

bull A- ADULT EGO STATE (THOUGHT CONCEPT OF LIFE)

bull C- CHILD EGO STATE (FELT CONCEPT OF LIFE)

4ndash21

4ndash22

The Parent state

bull The ego state which is lsquotaughtrsquo to usbull Built up gradually through modelling parentseldersbull Reading books watching films etcbull It is the repository of beliefs prejudices values bull Our ingrained voice of authority absorbed conditioning

learning and attitudes from when we were youngbull Parent is made of huge no of overt recorded playbacks

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

4ndash15

bullWhile we communicate with others we share not only facts amp information but also emotions values benefitsamp traditions

4ndash16

bullStarting point of the theoryWhen 2 people encounter with each

other one will speak to the otherThis is called the transaction stimulusThe reaction from the other will be

called the transaction responseThe person sending the response is

called the Agent and the person who responds is called the respondent

TA became the method of examining the transaction wherein ldquoI do something to you and you do something backrdquo

4ndash17

bull In any personal interaction a study of TA is useful in understanding and appropriately responding to varied behaviour

bullTA divides the individual personality into 3 ego states

bullEgo states have been defined as a constant pattern of thinking feeling and behaving

bullThese states are produced by recalling past events recalling real people real time real places and real feelings

Ego states

4ndash18

bullldquoa set of consistent amp coherent patterns of thinking feeling amp behavingrdquo

bullManifested inbull Tone of voicebull1048698 GesturePosturebull1048698 Facial Expressionbull1048698 Vocabulary

Ego States

19

20

STRUCTURE OF PERSONALITY

bull AS PER TA THE STRUCTURE OF PERSONALITY IS DIVIDED INTO THREE EGO STATES

bull P ndashPARENT EGO STATE (TAUGHT CONCEPT OF LIFE)

bull A- ADULT EGO STATE (THOUGHT CONCEPT OF LIFE)

bull C- CHILD EGO STATE (FELT CONCEPT OF LIFE)

4ndash21

4ndash22

The Parent state

bull The ego state which is lsquotaughtrsquo to usbull Built up gradually through modelling parentseldersbull Reading books watching films etcbull It is the repository of beliefs prejudices values bull Our ingrained voice of authority absorbed conditioning

learning and attitudes from when we were youngbull Parent is made of huge no of overt recorded playbacks

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

4ndash16

bullStarting point of the theoryWhen 2 people encounter with each

other one will speak to the otherThis is called the transaction stimulusThe reaction from the other will be

called the transaction responseThe person sending the response is

called the Agent and the person who responds is called the respondent

TA became the method of examining the transaction wherein ldquoI do something to you and you do something backrdquo

4ndash17

bull In any personal interaction a study of TA is useful in understanding and appropriately responding to varied behaviour

bullTA divides the individual personality into 3 ego states

bullEgo states have been defined as a constant pattern of thinking feeling and behaving

bullThese states are produced by recalling past events recalling real people real time real places and real feelings

Ego states

4ndash18

bullldquoa set of consistent amp coherent patterns of thinking feeling amp behavingrdquo

bullManifested inbull Tone of voicebull1048698 GesturePosturebull1048698 Facial Expressionbull1048698 Vocabulary

Ego States

19

20

STRUCTURE OF PERSONALITY

bull AS PER TA THE STRUCTURE OF PERSONALITY IS DIVIDED INTO THREE EGO STATES

bull P ndashPARENT EGO STATE (TAUGHT CONCEPT OF LIFE)

bull A- ADULT EGO STATE (THOUGHT CONCEPT OF LIFE)

bull C- CHILD EGO STATE (FELT CONCEPT OF LIFE)

4ndash21

4ndash22

The Parent state

bull The ego state which is lsquotaughtrsquo to usbull Built up gradually through modelling parentseldersbull Reading books watching films etcbull It is the repository of beliefs prejudices values bull Our ingrained voice of authority absorbed conditioning

learning and attitudes from when we were youngbull Parent is made of huge no of overt recorded playbacks

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

4ndash17

bull In any personal interaction a study of TA is useful in understanding and appropriately responding to varied behaviour

bullTA divides the individual personality into 3 ego states

bullEgo states have been defined as a constant pattern of thinking feeling and behaving

bullThese states are produced by recalling past events recalling real people real time real places and real feelings

Ego states

4ndash18

bullldquoa set of consistent amp coherent patterns of thinking feeling amp behavingrdquo

bullManifested inbull Tone of voicebull1048698 GesturePosturebull1048698 Facial Expressionbull1048698 Vocabulary

Ego States

19

20

STRUCTURE OF PERSONALITY

bull AS PER TA THE STRUCTURE OF PERSONALITY IS DIVIDED INTO THREE EGO STATES

bull P ndashPARENT EGO STATE (TAUGHT CONCEPT OF LIFE)

bull A- ADULT EGO STATE (THOUGHT CONCEPT OF LIFE)

bull C- CHILD EGO STATE (FELT CONCEPT OF LIFE)

4ndash21

4ndash22

The Parent state

bull The ego state which is lsquotaughtrsquo to usbull Built up gradually through modelling parentseldersbull Reading books watching films etcbull It is the repository of beliefs prejudices values bull Our ingrained voice of authority absorbed conditioning

learning and attitudes from when we were youngbull Parent is made of huge no of overt recorded playbacks

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Ego states

4ndash18

bullldquoa set of consistent amp coherent patterns of thinking feeling amp behavingrdquo

bullManifested inbull Tone of voicebull1048698 GesturePosturebull1048698 Facial Expressionbull1048698 Vocabulary

Ego States

19

20

STRUCTURE OF PERSONALITY

bull AS PER TA THE STRUCTURE OF PERSONALITY IS DIVIDED INTO THREE EGO STATES

bull P ndashPARENT EGO STATE (TAUGHT CONCEPT OF LIFE)

bull A- ADULT EGO STATE (THOUGHT CONCEPT OF LIFE)

bull C- CHILD EGO STATE (FELT CONCEPT OF LIFE)

4ndash21

4ndash22

The Parent state

bull The ego state which is lsquotaughtrsquo to usbull Built up gradually through modelling parentseldersbull Reading books watching films etcbull It is the repository of beliefs prejudices values bull Our ingrained voice of authority absorbed conditioning

learning and attitudes from when we were youngbull Parent is made of huge no of overt recorded playbacks

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Ego States

19

20

STRUCTURE OF PERSONALITY

bull AS PER TA THE STRUCTURE OF PERSONALITY IS DIVIDED INTO THREE EGO STATES

bull P ndashPARENT EGO STATE (TAUGHT CONCEPT OF LIFE)

bull A- ADULT EGO STATE (THOUGHT CONCEPT OF LIFE)

bull C- CHILD EGO STATE (FELT CONCEPT OF LIFE)

4ndash21

4ndash22

The Parent state

bull The ego state which is lsquotaughtrsquo to usbull Built up gradually through modelling parentseldersbull Reading books watching films etcbull It is the repository of beliefs prejudices values bull Our ingrained voice of authority absorbed conditioning

learning and attitudes from when we were youngbull Parent is made of huge no of overt recorded playbacks

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

20

STRUCTURE OF PERSONALITY

bull AS PER TA THE STRUCTURE OF PERSONALITY IS DIVIDED INTO THREE EGO STATES

bull P ndashPARENT EGO STATE (TAUGHT CONCEPT OF LIFE)

bull A- ADULT EGO STATE (THOUGHT CONCEPT OF LIFE)

bull C- CHILD EGO STATE (FELT CONCEPT OF LIFE)

4ndash21

4ndash22

The Parent state

bull The ego state which is lsquotaughtrsquo to usbull Built up gradually through modelling parentseldersbull Reading books watching films etcbull It is the repository of beliefs prejudices values bull Our ingrained voice of authority absorbed conditioning

learning and attitudes from when we were youngbull Parent is made of huge no of overt recorded playbacks

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

4ndash21

4ndash22

The Parent state

bull The ego state which is lsquotaughtrsquo to usbull Built up gradually through modelling parentseldersbull Reading books watching films etcbull It is the repository of beliefs prejudices values bull Our ingrained voice of authority absorbed conditioning

learning and attitudes from when we were youngbull Parent is made of huge no of overt recorded playbacks

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

4ndash22

The Parent state

bull The ego state which is lsquotaughtrsquo to usbull Built up gradually through modelling parentseldersbull Reading books watching films etcbull It is the repository of beliefs prejudices values bull Our ingrained voice of authority absorbed conditioning

learning and attitudes from when we were youngbull Parent is made of huge no of overt recorded playbacks

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

The Parent

4ndash23

1048698The Parent again has two partsThe Controlling or Critical Parent

(CP) andThe Nurturing Parent (NP)

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

The Controlling Parent

4ndash24

Critical

Giving injunctions

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

The Nurturing Parent

4ndash25

Unconditionally supportive

Defender

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Vocabulary

4ndash26

bullShould donrsquot must always never I know now what Because I said so

bull Irsquoll take care of you poor thing there-there come on give it a try

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

4ndash27

TonebullSneering loud harsh contemptuous

condescending punishing sympathetic encouraging

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

4ndash28

GesturePosture-bullPointed finger shaking head arms

folded on chest tapping feetfingers

Facial Expression-bullsmile encouragingly set jaw

outthrust chin look down the nose with raised eyebrows

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

The Adult

4ndash29

The Adult Ego State is the part which --bullcomputes data and takes decisionsbullIt is oriented to current reality

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

4ndash30

The AdultbullThe part of the Adult which records

and recalls data like a computer is the-- Photographic Adult

bullwhile that which associates assesses organizes data to look for options and arrive at decisions is the-- Combining Adult

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

4ndash31

Vocabularybullhow why when where what

alternatives results yes no caused by statistics facts not opinions

Tonebullclear amp calm confident factual

enquiring

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

4ndash32

GesturePosturebullstraight (not stiff) lean forward to

listenlook relaxed thinking with hand on chin patient

Facial Expressionbullthoughtful watching attentively

questioning alert lively

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

The Child

4ndash33

bullThe Child is the centre of all feelings and emotions

bullThe four basic feelings being SAD ANGRY HAPPY and SCARED

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

4ndash34

The Child has three parts -bull The Natural or Free Child (NC) ndash

hatefulloving impulsive spontaneous playful

bull The Adapted Child (AC) ndash fearful guilty or ashamed

bull The Little Professor -- which is the intuitive creative and manipulative aspect

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

The Child

4ndash35

bullWhen Adapted Child is attempting to free itself from Parental influence it is called --

REBELLIOUS CHILD

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

4ndash36

VocabularybullWow give me I want MINE I wish

Irsquom scared help

Tonebullgiggle chuckle whine swear yell fast

amp high-pitched whistle playful ask permission

GesturePosturebullslumped curled up putting up hand tobullask question

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

4ndash37

Facial Expressionbulltears pouting downcast or uplifted

eyes tilted head wide-eyed fluttering eyelashes flirtatious admiring

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

4ndash38

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Kinds of transactions

4ndash39

bull Complementary transactions When the transaction gets the appropriate response from a specific ego state in the other person

bull Lines of communication are kept open between the transactors

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Kinds of Transactions

Complementary Transaction40

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

4ndash41

Adult-Adultndash Do you know which days we are

supposed to put the garbage outndash I am under the impression that

Monday and Thursday

bull Child-Parentndash Wow there sure is a lot of this

crummy garbage to put outndash It really is very large and heavy but I

will be proud of you if you can do it

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Crossed transactions

4ndash42

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Crossed Transactions4ndash43

bull When the transactions get the unexpected response from an unexpected ego state from the other person

bull Crossed transactions are a frequent source of resentment between people (transactors)

Eg Do you know where the x-ray is Itrsquos right where you left it cant you remember

anything

Stimulus Do this for me (Looking for a ldquoYes Dadrdquo response)

Response I have no time

Stimulus Cook dinner for me please (looking for some nurturing parent)

Response Irsquom too tired (also looking for some nurturing parent)

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

4ndash44

bullSpecific example of ego states ndash crossed transactions

bull Child-Parent Adult-Adult ndash Wow there sure is a lot of this crummy

garbage to put outndash Perhaps if we make certain to take it

out twice a week the loads will be more manageable

bull Child-Child Parent-Childndash Donrsquot you really hate the size of these

crummy garbage cans we have to take out

ndash Quit whining about it and just do

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Crossed Blocked Transaction

45

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Ulterior Transactions

4ndash46

bullWhen the transaction has a hidden message and it hooks the ego state the hidden message was going for and for not the one the overt message was aimed at

bullUlterior message is more important to the sender than the overt message

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

4ndash47

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Ulterior Transactions

4ndash48

Social levelStimulus Would you do this for meResponse Yes I will

Psychological levelStimulus I want this done SonResponse OK dad

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Transaction tips at work

4ndash49

bull Try mostly to keep Adult to Adultbull Do divert to Natural child to Natural child

sometimes (holidays sports music etc)bull Donrsquot get into Critical parent to adaptive child

ldquoYou havenrsquot given me any reason forhelliprdquobull Nor nurturing parent to adaptive child

ldquoI agree threshold assessment is a nonsenserdquobull Certainly do not do adaptive child to nurturing

parent ldquoIrsquom sorry I have to ask this but the hellipdemands thisrdquo

bull Nor critical parent to critical parent ldquoI agreeyoung people today are illiteraterdquo

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

eXERCISE

4ndash50

From the undernoted communications indicate whether the Boss (B) seems to be in his PACndash

bullX How do you like the new filing system I have just set up

bullB You spend much time in deciding how to do things You just do it and be done with it

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

4ndash51

bullX How do you like the new filing system I have just set up

bullB I really like it I wish I had system like it when I had your job 5 years ago

bullX How do you like the new filing system I have just set up

bullB Poor boy You must have worked all day to set up that system Can I help you to catch up your other work

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Exercise 2

4ndash52

bullImagine one co-worker is unexpectedly patted your back What ego state is shown by each of the following responses

bull1You think I would like to know what made him do that

bull2You respond silently lsquothat feels goodrsquobull3Suddenly you feel a mental voice

sayingrsquo Never let anyone touch you Familiarity breeds contemptrsquo

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

53

LIFE POSITIONS

bullDepending on the understanding of the ego states individuals can understand their life positions

bullAs per transactional analysis there are four life positions

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

54

Life Positions

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

55

I AM OKYOU ARE NOT OK

bullAttitude- ldquoI am always rightrdquobullGenerally operates from high

critical parent and rebellious child ego states

bullHighly prescriptivebullAny disagreement arouses a strong

reaction

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

56

I AM NOT OKYOU ARE OK

bullQuite submissivebullLess innovativebullLacks risk taking responsibilitiesbullOperates mostly from compliant

child ego

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

57I AM NOT OKYOU ARE NOT OK

bullMost destructive life positionbullVery low lsquoadult egorsquo state and other ego

states are also not functionally distributed

bullHelpless depressed miserablesuicidalfeel miserable lack of confidence

bullDo not trust others

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

58

I AM OKYOU ARE OK

bullHigh emotional intelligence (EQ) most healthy life position

bullExpress confidence in self and trust in others

bullEgo states ndashnurturing parent adult and happy child ego states

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

59

StrokingThe Types of Strokes You Seek Depend on Your Okayness

PRAISE

COMPLEMENTS

RECOGNITION

AFFECTION

REWARDS

SYMPATHY

CONSOLATION

SELF-SATISFACTION FROM JOB WELL DONE

PUT-DOWNS

CRITICISM

DEGRADING

RIDICULE

SCOLDING

PUNISHMENT

DISCOUNTING

POSITIVESTROKES

NEGATIVESTROKES

CONDITIONAL STROKES

STROKES WITH ULTERIOR MOTIVES

STROKES GIVEN FOR WHAT YOU DO RATHER THAN FOR

WHAT YOU ARE

(1) PERFORMANCE ORIENTED STROKE

(2) ACCOMODATION amp CONFORMITY ORIENTED STROKES

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

The Johari Window A Model for Self-Understanding

8 - 60

bullModel considers that there is information you and others knowonly you know about yourself only others know about younobody knows

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

The Johari Window

8 - 61

bullYour willingness or unwillingness to engage is self-disclosure and listen to feedback has a lot to do with your understanding of yourself and othersrsquo understanding of you

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

8 - 62

Figure 82

Figure 82Johari Window

Source Joseph Luft Group Processes An Introduction to Group Dynamics Copyright copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

The Four Panes of the Johari Window

8 - 63

bullOpenbullBlindbullHiddenbullUnknown

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Open Area

8 - 64

bullRepresents the ldquopublicrdquo or ldquoawarenessrdquo area and contains information that both you and others know

bullInformation that you donrsquot mind admitting

bullGets bigger over time as relationships mature

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Open Area

8 - 65

bullA productive relationship is related to the amount of mutually held information

bullBuilding a relationship involved expanding this area

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Blind Area

8 - 66

bullInformation about yourself that others know but you are not yet aware

bullOthers may see you differently than you see yourself

bullEffective relations strive to reduce this area

bullOpen communication encourages people to give you feedback

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Hidden Area

8 - 67

bullInformation that you know that others do not

bullPrivate feelings needs and past experiences that you prefer to keep to yourself

bullIf this area is too large you can be perceived as lacking authenticity

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Unknown Area

8 - 68

bullInformation that is unknown to you and to others

bullAreas of unrecognized talent motives or early childhood memories that influence your behavior

bullAlways present never disappearsbullOpen communication can expose some of

this area

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Johari Window

8 - 69

bullThe four panes are interrelatedbullChanges to one pane impact the size of

the othersbullAs relationships develop the open area

should grow

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Self-DisclosureFeedback Styles

8 - 70

bull Two communication processes within our control that impact relationships

1 Self-disclosure of thoughts ideas and feelings

2 Seeking feedback from othersbull Characteristics of using both effectively

candor openness mutual respect

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

8 - 71

Figure 83

Figure 83Johari Window at the Beginning of a Relationship (left) and After a Closer Relationship Has Developed (right)

Source Joseph Luft Group Processes An Introduction to Group Dynamics copy 1984 Mayfield Publishing Company Reprinted by permission of the publisher

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

72

IMPROVING PERCEPTIONS

Objective is to increase size of open area

a Disclosure mdashtell others about yourself

b Feedback mdashreceive information from others about yourself found in the blind area

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

73

IMPROVING PERCEPTIONS

Applying the Johari Windowa diversity awarenessmdashinteracting with others

b the 360-degree feedback process

c dialoguemdashsharing perceptions

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Group Interventions

bullAimed at the process content or structure of the group

bullInclude comments questions or observations about group membership agenda setting review etc

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

75

Criteria for process consultation

bull Inability to identify or resolve issues

bull Unsure about available consultancy services

bull Probability that the client will benefit

bull Client and consultant have compatible goals

bull Client ultimately knows what interventions are most applicable

bull Client can learn how to assess and resolve his or her own problems

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Results of PC

bullPerformed with groups performing mental tasks so difficult to measure

bullIf combined with other interventions results are difficult to evaluate

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

77

Third-party intervention

bull Third-party intervention focuses on conflicts between two or more people

bull Conflict is inherent in groups and is neither good nor bad per se

bull Conflict can enhance motivation and innovation and mutual understanding

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

78

A cyclical model of conflict(Walton 1987)

Episode 1 Episode 2

Triggeringevent

Triggeringevent

Issues

Behaviour Behaviour

Consequences ConsequencesIssues

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

4 strategies of conflict resolution1 T o prevent the ignition of the conflict by

understanding the triggering factors and avoiding them

2 To set the limits on the form of the conflict Eg to resolve grievances on the weekly meeting

3 Help the parties cope differently with the consequences of the conflict eg reducing dependence ventilating feelings to friends developing additional sources of emotional support

4 Attempt to eliminate or to resolve the basic issues causing the conflict

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

80

Team building

bull Team building refers to a broad range of planned activities

bull Helps groups improve the way they accomplish tasks

bull Helps group members enhance their interpersonal and problem-solving skills

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

81

Team building activities

bull Activities related to one or more individuals

bull Activities oriented to the grouprsquos operations and behaviours

bull Activities affecting the grouprsquos relationship with the rest of the organisation

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

82

Types of teams

bull Groups reporting to the same manager

bull Groups involving people with common goals

bull Temporary groups formed to accomplish a single task

bull Groups consisting of people with interdependent roles

bull Groups with no formal links but whose collective purpose requires co-ordination

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

83

Factors affecting outcome of teambuilding activities

bull Length of time allocated to the activity

bull Teamrsquos willingness to look at the way it operates

bull Length of time the team has been together

bull Permanence of the team

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

84

A Gestalt approach to team building

bullA form of team building that focuses more on individual than the group

bullMajor advocate is Stanley MHermanbullBased on psychotherapy developed by

Fredrick Perls called ldquoGestalt TherapyrdquobullBased on the belief that persons

function as whole total organismbullEach person possesses positive and

negative characteristics that must be ldquoowned up tordquo and permitted expression

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

85

bullPeople get into trouble when they get fragmented

bullTry to live upto the demands of others rather than being themselves

bullGoals of Gestalt therapy awareness integration maturation authenticity self regulation and behavior change

bullGestalt OD practitioner fosters the expression of positive and negative feelings

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

86

Techniques and exercises used in team building

ROLE ANALYSIS TECHNIQUE (RAT or RAP)bull Designed to clarify role expectations and

obligations of team membersbull Different roles- different behaviourbull May not have clear idea of behavior expected

from himbull Technique build by Dayal amp Thomasbull To clarify the roles of top management in a

new organizationbull Consensusbull Focal role

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

87

bull First step analysis by individual Role place in organization rationale for

existence place in achieving overall organizational goals etc

Discussed with team Addition and deletion

bull Second Step Incumbentrsquos expectation of others Agreed to by gp

bull Third step- explicating othersrsquo expectation and desired behavior

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

88

Written summary is made ndash Role profile ndash It is

(a)A set of activities classified as to the prescribed and discretionary elements of the role

(b)The obligation of the role to each role in its set

(c)The expectation of this role from others in this set

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

89

bull RA is a structured exercise to provide

(a) An overall picture of what the role is supposed to achieve and the rationale for the existence of that role

(b) The contribution of that role to the achievement of the overall roles

(c) The inter-linkages to the other related roles in the organization

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

90

bullRA helps the organization toBring role clarity to the role occupantsBring clarity across functions between

the related roles in the organizationBring greater understanding to the

expectations from the focal role as seen by the members who are affected by the performance of the focal role

Build trust collaboration team spirit and internal customer orientation

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

91

Set clear objectives for planning of work its monitoring and review

Give and receive objective feedback on performance

Facilitate realistic identification of training and development needs

Aid potential appraisal career planning succession planning

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

92

Interdependency Exercise

bullUseful if team members have desire to improve cooperation among themselves and other units

bullLatent issuesbullSuppose top 10 people are present

2 straight lines facing each otherInterview about the importance of

interdependenceShifted rowsPairing in the same rowGreat deal of data for diagnostic purpose

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

93

Role Negotiation Techniquebull Helps when the causes of team ineffectiveness

is based on peoplersquos behavior that they are unwilling to change

bull Role negotiations intervenes directly in relationships of power authority and influence within the group

bull The change effort is directed towards work relationships

bull Assumption is ldquomost people prefer a fair negotiated statement to a state of unresolved conflictrdquo

bull One cannot be effective without the help and cooperation of others

bull Others will not help unless they get help and co-operation in return to become effective

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

94

Role Negotiation Technique

The idea

bull The expectations of others largely decide a persons role When these are clear role conflict and role ambiguity can reduce Everyone knows what everyone else expects Role negotiation is a process for clarifying these expectations You negotiate with an individual not a group

The methodbull Each person writes down privately the following - In

order for me to achieve my objective (For example to contribute effectively to the work) I would like you to -

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

95

bullDo these three things

bullKeep doing these three things

bullStop doing these three things

bullEach person then shares their information with their partner At this stage just listen and seek clarification dont argue or get defensive It helps to have equal time to talk

bullThe parties now negotiate their expectations A party can -

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

96

bull Say Of course I will accede to your request This would be sensible if the request is easy and gives you an immediate benefit

bull Say I cant do that because The request might violate your values by being (say) unethical or it might be politically impossible

bull Say I would be prepared to meet your request if you would help me with this one of mine The request might not give you an immediate benefit and demand work Acceding would help your colleague and the team You would also get something back directly

bull 4 The parties record and preferably display their agreements This helps people to follow through with their decisions

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

97

The Appreciations and concerns exercise

bull One deficiency lack of expression of appreciation

bull Another is avoidance of confronting concerns and irritations

Steps1 Each member to jot down 1-3

appreciations for each gp Member2 1-2 irritations3 Facilitator may make suggestions4 1 Volunteer ndash all mention appr amp

concerns about him5 Each group member listens inturn

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

98

Responsibility Charting RACI Charting

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

99

Objectives

bullTo understand the need for and ultimately the benefits of having clearly defined roles and responsibilities

bullTo be able to analyze and develop an effective RACI chart

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

100

So What is RACI Charting

A systematic and participative technique to

bullIdentify all functions (activities tasks and decisions) that have to be accomplished for effective operation

bullClarify roles and individual levels of participation in relation to each function

bullDevelop best methods for individuals to fill these roles

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

101

Therefore With Clear Roles and Responsibilities WeShould Expect to See

bull Increased productivity through well defined accountability

bull Increased capacity by eliminating overlaps and redundancies

bull Less confusionmisunderstandings by encouraging teamwork

bull Streamlined work process by eliminating unnecessary interfaces and assigning lsquoaccountabilityrsquo where it belongs

bull Improved organization effectiveness by allowing disciplines to cooperate and share responsibility

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

102

Unclear Roles and Responsibilities Result in Comments Like These

bullldquoMy boss always overrules my decisions whenever heshe wantsrdquo

bullldquoThe approval process for even the simplest item takes so long todayrdquo

bullldquoIt seems every department has someone putting together a spreadsheet on the same datardquo

bullldquoThings are always slipping through the cracksrdquo

bullldquoI have the responsibility but not the authority to get the job donerdquo

Clear roles and responsibilities can be identified through RACI charting

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

103

R Responsible

A Accountable

C Consult

I Inform

RESPONSIBLE Do The Job Execute

bull These are the individuals who

actually complete the task or activity and are responsible for action andor implementation Responsibility is often shared with each individualrsquos degree of responsibility determined by the individual with the ldquoArdquo

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

104

R Responsible

A Accountable

C Consult

I Inform

ACCOUNTABLE Make the Decision Take Ultimate Ownership

bull This is the individual who carries the ldquoyesrdquo or ldquonordquo authority and has full veto power for an activity It is important to clarify the levels of accountability and to distinguish between management accountability and operational accountability Only one ldquoArdquo can be assigned to a task or activity and authority must accompany accountability

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

105

R Responsible

A Accountable

C Consult

I Inform

CONSULT Communication Before In The Loop

bull These are the individuals who must be consulted prior to a final decision or action ldquoConsultrdquo implies two-way communication

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

106

R Responsible A Accountable

C Consult

I Inform

INFORM Need To Know Do Not Change The Decision

bull These are the individuals who need to be informed after a decision or action is taken because they in turn may take action or make a decision based on the output ldquoInformrdquo is FYI and implies only one-way communication

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

107

Regrading Activities1 Prepare revise job description AR C2 Validate request and decide to continue I AR

Grading3 Check for similar roles I A R4 Evaluate new changed role I A R5 Schedule review for gtading Committee I A R6 Decision by Grading Committee R A I R7 Add decision and description to matrix an database I I A R8 Inform stakeholders I I A R

Grading 7 Aproved grade by BoM I I C A R8 Add decision and description to matrix an database I I A R9 Inform stakeholders I I A R

28-and above

R = Responsible (execute)A = Accountable (Yes or No)C = Consulted beforeI = Informed After

RACI Chart for the GradingRegrading

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

108

The 4ndashStep ProcessDetermine the activities

Prepare a list of functional roles

Develop the RACI chart

Get feedback and buy-in (validate)

1

2

3

4

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

109

Step 1 Determine the Activities

bull ldquoCurrent State or ldquoFuture State Brown Papers

bull Best Practices Review

bull Functional Decomposition

bull Interviews

bull Problem Solving Process

There are several sources of activities

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

110

1 Avoid obvious or generic activities eg ldquoattending meetingsrdquo

2 Each activity or decision should begin with a good action verb Examples

EvaluateSchedule Write MonitorRecord Determine Operate PrepareUpdate Collect Approve ConductDevelop Inspect Train PublishReport Review Authorize Decide

3 When the action verb implies a judgment or decision (eg evaluate monitor inspect review) add a phrase to indicate the primary outcomeExamples

- ldquoMonitor phone service handling of customer requests to identify training needsrdquo

- ldquoAnalyze data to locate source of delayrdquo

4 Activities or decisions should be short concise and apply to a role or need and in general not to a specific person

Guidelines for Developing the Activity or Decision List

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

111

Step 2 Prepare List of Functional RolesbullRoles can be individuals groups or entire

departmentsbullRoles can include people outside the

department or even outside the company if appropriate Suppliers Customers

bullRoles may be based on the ldquocurrent state organization or the ldquofuture state organization depending on your purpose

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

112

AI

A

A

A

R

R

R

RR

R C

C

C

I

I

IR RActivities (Or Tasks) Decisions

Functional Roles

A

Step 3 Develop the RACI Chart

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

113

Guidelines for Developing a RACI Chart (To-Be)

bull Remember new lsquoculturersquo philosophy when defining roles and responsibilities

Eliminate ldquocheckers checking checkersrdquo Encourage teamwork 100 accuracy not always required

bull Place lsquoaccountabilityrsquo (A) and lsquoresponsibilityrsquo (R) at the lowest feasible level

bull There can be only one accountability per activitybull Authority must accompany accountabilitybull Minimize the number of lsquoconsultsrsquo (C) and

lsquoinformsrsquo (I)bull All roles and responsibilities must be documented

and communicated

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

114

Vertical Analysis Chart Analysis and Review

No Rs or As Should this functional role be eliminated Have processes changed to a point where resources should be re-utilized

Lots of Rs Can the functional role stay on top of so much Can the decision activity be broken into smaller more manageable functions

No Empty Spaces Does the individual(s) need to be involved in so many activities Could lsquomanagement by exceptionrsquo principles be used perhaps reducing Cs to Is

If You Find Then Ask

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

115

Too many AsDoes a proper segregation of dutiesrdquo exist Should other

groups be accountable for some of these activities

to ensure checks and balances and accurate decision making throughout the process Is this a ldquobottleneckrdquo in the process

and is everyone waiting for decisions or direction

Qualifications Does the type or degree of participation fit the qualifications of the functional role

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

116

No Rs Is job getting done Some roles may be waiting to approve be consulted or informed No one sees their role to take the initiative

Too many Rrsquos Is this a sign of ldquoover the wallrdquo activities ldquoJust get it off my desk ASAPrdquo

No As Why not There must be an A Accountability should be pushed down to the most appropriate level

Too many Arsquos Is there confusion ldquoI thought you had itrdquo It also creates confusion because every person with an ldquoArdquo has a different view of how it is or should be done

Too few Arsquos amp Rrsquos The process must slow down while the activity is performed on an ldquoad hocrdquo basis Or the procedure may be outdated or it can be streamlined if not needed

Lots of Cs Do all the functional roles really need to be consulted Are there justifiable benefits in consulting all the functional roles

Lots of Is Do all the functional roles need to be routinely informed or

only in exceptional circumstances

If You Find Then Ask

Horizontal Analysis Chart Analysis and Review

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

117

Step 4 Obtain Feedback and ldquoBuyndashInrdquobullThe RACI chart is shown to people that

represent the functional roles on the chart

bullThese individuals are asked for their input and the RACI chart is revised as appropriate

bullThe RACI chart may be validated in conjunction with the other products generated by the Process Teams

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

118

Common Errorsbull lsquoRACIrsquo everything (instead of thinking about what

is value-added)bull Do not take into account that people are trying to

justify their jobsbull Do not eliminate the coordinators amp

consolidatorsbull Do not use enough lsquoactionrsquo verbs in constructing

the ldquoActivitiesrdquo listbull Do not understand it will changebull Do not consider interface issuesbull Learn about it in training and think they can do it

without practice

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

119

An Example Employee Expense Statement Processing

AR

R

C

A

C

I

AR

C

1 Document Expenses

2 Complete Expense Acct Form

3 Forward To Supervisor

4 Review

5 Approve

6 Forward To Region Accounting

7 Classify Expenses

8 Audit

9 Determine PaymentType

AR

AR

AR

AR

AR

AR

EMPLOYEE SECRETARY SUPERVISORREGION

ACCOUNTINGGENERAL

ACCOUNTING

I

I

Activities

Functional Roles

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

120

Section BOrganisation process approachesbull Confrontation meetingbull Intergroup relationsbull Large-group interventionbull Gridreg Organization Development

Normative approach

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

Confrontation meeting

bullDesigned to mobilize the resources of the entire organization to identify problems set priorities and action targets and begin working on identified problems

bullDeveloped by BeckhardbullParticularly useful when organization is in

stress and when there is a gap between top and rest of the organization

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

122

Confrontation meeting process

Schedule the meeting

Create groups representingmultiple perspectives

Set ground rules

Groups identify problemsand opportunities

Report out to thelarge group

Create a master list

Form problem-solvinggroups

Rank the issues and opportunities develop anaction plan specify timetable

Provide periodic reportsto large group

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

123

Intergroup relations Microcosm Groups

bull Small groups that solve problems in the larger system

bull Small group member characteristics must reflect the issue being addressed (eg if addressing diversity group must be diverse)

bull Primary mechanism for change is `parallel processesrsquo

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

124

Microcosm groups steps for implementation

bull Identify an issue

bull Convene the group

bull Provide group training

bull Address the issue

bull Dissolve the group

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

125

Resolving intergroup conflict

bull Convening to address issues within set time limits

bull Groups work independently to answer questions and clarify

bull Groups discuss discrepancies and contributions

bull Groups work to develop action plans for key areas

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

126

Large-group interventions

Steps for implementation

bull Preparing for the large-group meeting

bull Conducting the meeting

bull Follow-up on the meeting outcomes

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

127

Gridreg Organization Development (Blake and Mouton)

Phase 1 The Grid seminarPhase 2 Teamwork developmentPhase 3 Intergroup developmentPhase 4 Developing an ideal strategic

organisation modelPhase 5 Implementing the ideal strategic

model

Phase 6 Systematic critique

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

128

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary

129

Section A interpersonal process approach

bull T-groups and process consultationbull Third-party intervention and team

buildingSection B Organisation process

approachesbull Confrontation meeting and intergroup

relationsbull Large-group intervention and Gridreg

Organization Development Normative approach

Summary

• Human process interventions
• Human Process Interventions
• COACHING
• Slide 4
• Slide 5
• Training and Development
• Slide 7
• Slide 8
• Slide 9
• Group Process
• Slide 11
• Slide 12
• Basic Process Interventions
• Transaction Analysis
• Slide 15
• Slide 16
• Slide 17
• Ego states
• Ego States
• STRUCTURE OF PERSONALITY
• Slide 21
• Slide 22
• The Parent
• The Controlling Parent
• The Nurturing Parent
• Vocabulary
• Slide 27
• Slide 28
• The Adult
• Slide 30
• Slide 31
• Slide 32
• The Child
• Slide 34
• The Child (2)
• Slide 36
• Slide 37
• Slide 38
• Kinds of transactions
• Kinds of Transactions
• Slide 41
• Crossed transactions
• Crossed Transactions
• Slide 44
• Slide 45
• Ulterior Transactions
• Slide 47
• Ulterior Transactions (2)
• Transaction tips at work
• eXERCISE
• Slide 51
• Exercise 2
• LIFE POSITIONS
• Life Positions
• I AM OKYOU ARE NOT OK
• I AM NOT OKYOU ARE OK
• I AM NOT OKYOU ARE NOT OK
• I AM OKYOU ARE OK
• Stroking The Types of Strokes You Seek Depend on Your Okayness
• The Johari Window A Model for Self-Understanding
• The Johari Window
• Slide 62
• The Four Panes of the Johari Window
• Open Area
• Open Area (2)
• Blind Area
• Hidden Area
• Unknown Area
• Johari Window
• Self-Disclosure Feedback Styles
• Slide 71
• IMPROVING PERCEPTIONS
• IMPROVING PERCEPTIONS (2)
• Group Interventions
• Results of PC
• Slide 77
• A cyclical model of conflict (Walton 1987)
• 4 strategies of conflict resolution
• Slide 80
• Slide 81
• Types of teams
• Slide 83
• A Gestalt approach to team building
• Slide 85
• Techniques and exercises used in team building
• Slide 87
• Slide 88
• Slide 89
• Slide 90
• Slide 91
• Interdependency Exercise
• Role Negotiation Technique
• Role Negotiation Technique (2)
• Slide 95
• Slide 96
• The Appreciations and concerns exercise
• Responsibility Charting RACI Charting
• Objectives
• So What is RACI Charting
• Therefore With Clear Roles and Responsibilities We Should
• Unclear Roles and Responsibilities Result in Comments Like Th
• RESPONSIBLE Do The Job Execute
• ACCOUNTABLE Make the Decision Take Ultimate Ownership
• CONSULT Communication Before In The Loop
• INFORM Need To Know Do Not Change The Decision
• Slide 107
• The 4ndashStep Process
• Step 1 Determine the Activities
• Guidelines for Developing the Activity or Decision List
• Step 2 Prepare List of Functional Roles
• Step 3 Develop the RACI Chart
• Guidelines for Developing a RACI Chart (To-Be)
• Vertical Analysis Chart Analysis and Review
• Slide 115
• Horizontal Analysis Chart Analysis and Review
• Step 4 Obtain Feedback and ldquoBuyndashInrdquo
• Common Errors
• An Example Employee Expense Statement Processing
• Section B Organisation process approaches
• Confrontation meeting
• Confrontation meeting process
• Intergroup relations Microcosm Groups
• Slide 124
• Slide 125
• Large-group interventions
• Gridreg Organization Development (Blake and Mouton)
• Slide 128
• Summary