Question

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Task: Organizational development

a. What do you understand by the term ‘intervention’ in the field of Organisational Development?

b. Explain Kotter’s 8-step change management process in your own words

Answer 1

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(a) The interventions in organisation's development (OD) are organized systems designed to solve a dilemma so that an individual is able to achieve its goals. These actions are designed to better function the organization and to better manage its team and organizational cultures for managers and leaders. Such operations will address questions which a company faces in terms of its method, quality, experience, will, innovation, appraisal, career development, recruitment, retention of top talent, and the list can be quite extensive. The type of OD intervention required should be identified by an organization. The organization should plan to tackle or eradicate the problem in hand effectively after the intervention has been identified. The organization should be able to identify and plan to implement three types of interventions. Individual: Group interventions: Group interventions and ultimately Organization: Strategy and policy interventions for the organization.

(b) In any industry, John Kotter's eight-step model of change is widely recognized as an effective model for organizational change. The transition template of John Kotter consists of eight phases including: awareness creating, building a governing coalition, mission and policy, sharing direction for transformation, promoting broad-based intervention, producing short-term benefits, enhancing momentum to enable further progress and anchoring improvement to organisation's culture. The below are short descriptions of eight terms;

Help us to see the need for improvement by way of a bold, ambitious incentive message that clearly expresses the value of practice.
A volunteer army needs a coalition of committed, own-grade citizens to direct, plan and convey its acts. A coalition of people who are successful.
Clarify that the future is different and that the future can become a reality with initiatives directly associated with vision.
Large scale change can occur only when large numbers of people join together for a shared cause. You must purchase and drive change as quickly as possible–and move in the same direction.
Remove barriers such as inefficient procedures and hierarchies gives you the freedom to operate through silos and to have a real impact. The profits are the products atoms.
Early and often they need to be identified, gathered and communicated to monitor progress and to encourage volunteers to continue to work.
After the first milestones, press harder. You will enhance programs, processes and practices with your growing reputation. After change, be relentless until the vision is a reality.
Create links between new behaviors and organizational success, ensuring they remain strong enough to replace old habits.