MGT8033: Design, implementation and evaluation of interventions

To define the term `intervention’ To identify and discuss the different types of

interventions To identify considerations related to the design of

interventions To describe and understand implementation: steps and

activities To familiarize and understand the role and importance of

evaluation of interventions (change programs) To identify issues associated with institutionalizing

intended changes

Learning objectives

Defining ‘intervention’

An intervention is a series of (planned) actions intended to increase the effectiveness of an organization.In crude terms perhaps, the intervention is the treatment (or plan to seize the opportunity)Also …. the change programChoice of intervention is informed by the diagnosis which precedes it Interventions purposely disrupt the status quo.

Characteristics of an effective intervention

Three criteria 1. fits the organisation’s needs

relevant (to the org. & its members)

valid info about the org’s functioningenable members free and informed choicemembers have commitment (ownership)

2. based on (causal) knowledge of intended outcomes (see difficulties Waddell et al p. 155)

3. transfers the competence to manage the change to the organisation (the client)

i.e not same reliance on consultant in future change programs

How to design effective interventions

Contingencies (things that can affect achievement) related to the change situation Readiness for change (what indicators might be

useful?) Capability to change (e.g. skills to lead, develop

support, sustain the urgency) Cultural context (e.g. team-based interventions may not

fit with usual practices) Capabilities of the change agent (knowledge &

skills required may be beyond the agent’s capacities)

Contingencies related to the target of change Organisational issues

Strategy certain interventions enable organisations to make better strategic decisionsmore recent additions to the range of OD interventions

Technology and structureincludes how to divide/allocate work (differentiation)includes how to then coordinate work to achieve strategic goals & objectives (integration)

How to design effective interventions

How to design effective interventions

Contingencies related to the target of change Organisational issues (continued)

Human Resourcesinterventions that address how to attract the suitably skilled, developing, retaining, etc

Interpersonalfocus on social processestypically, group dynamics, communication, leadership, decision-making

Categories of interventions

Interpersonal (formerly human process): focuses on people within organisations and the processes

through which they accomplish goals e.g. T-Group, Grid organisation development

Technostructural: focuses on technology and structure of the organisation

e.g. downsizing Human Resource Management:

focuses on personnel practices used to integrate people into the organisation e.g. career planning

Strategic: focuses on linking the internal functioning of the organisation to

the external environment e.g. open systems planning

Implementing change - a six step process

Step 1: Motivating Change

Cannot expect members’ support. Typically, heavy investment in status quo

Support given when compelling reasons are evident Requires creating a culture which is ready for change

Ensure org. members aware of pressures for change Identify gap between current & desired states Communicate achievable & positive expectations

Managing resistance to change: Resistance can be positive and constructive if there is

empathy and support, communication and involvement

Step 2: Creating a vision

Describing a desired future state Ideally, consistent with org. members’ view Needs a clear justification Achievable, otherwise impetus for change will not occur Leader-driven - with broad support/participation necessary Clear valued outcomes to drive the change program

Energising commitment Should be exciting, connected to the past, present and future …

and compelling

Implementing change

Step 3: Developing political support:

Organisations are loosely structured coalitions Change typically upsets existing balance of power Threatened groups typically resist: beneficiaries will

typically promote/agitate for the change Conflict, disinformation, and other ‘political’ behaviour

should therefore be expected

Implementing change

Implementing change

Step 3: Developing political support:Involves the following activities …

1. Assessing change agent power May need to build power sources – viz. knowledge,

personality and others’ support

2. Identifying key stakeholders Who are the other powerbrokers (individuals & groups)?

3. Influencing stakeholders Playing it straight, social networks and utilising the formal

system (see Waddell et al 2011, pp. 170-1).

Step 4: Managing the transition: from current state … to transition state … to future state Activity planning

Detailed ‘road map’ with top management support, and flexibility as feedback determines

Commitment planning Identification of key stakeholders, and how to gain their support

Management structures Allocation of key roles and responsibilities (see Waddell et al

2011, pp. 172-3 for the range of possible structures)

Implementing change

Step 5: Sustaining momentum: continual reinforcement of the need to succeed with the

change process … otherwise, commitment wanes 4 specific activities i. Providing resources for change

Substantial change cannot develop without extra financial, human resource, energy and time allocations

ii. Building a support system for change agents A professional network of like-minded personnel Emotional support (for all participants incl. change agents

Implementing change

Implementing change

Step 5: Sustaining momentum: 4 specific activities (continued)iii. Developing new competencies and skills

Change often demands new skills, knowledge & behaviours

Required learning includes technical & social skillsiv. Reinforcing new behaviours

Prevent return to the ‘old ways’ Reward behaviours that support intended change Intrinsics included … & linked to early successes

Implementing change

Step 6: Start all over again

Change is a continual process and never finished

The end of one cycle is the beginning of the next

Resources (including energy) must be made available for the longer term. The temptation to backslide (to what was known, understood and accepted) is invariably strong.

Implementation and Evaluation Feedback

Evaluating interventions

Implementation and evaluation feedback

Achievement of change goals cannot be taken for granted Change agents often required to justify investment in

change … hard data (bottom-line) warranted Evaluation aimed at guiding implementation (ongoing and

informs the change process) is implementation feedback Assessment intended to discover intervention outcomes

are called evaluation feedback

Measurement (provision of useful feedback involves two key elements) Selecting variables

Should derive from the intent that underlies the interventions; should incorporate the key features as well as expected results

Designing good measures Operational definition Reliability validity

Implementing change

Framework – Institutionalising interventions

Institutionalising interventions

Occurs when change is part of normal functioning, i.e. embedded in the organisation’s culture

Contemporary concerns about ‘institutionalising’ as this infers setting or (Lewin’s) refreezing. Perceptions that change is a constant in the contemporary organisation, has meant a rethink.

Institutionalising has ‘morphed’ a little … to the point that the need for (continual) change has in many instances become the focus of any refreeze.

Institutionalising interventions:

Organisation characteristics (important elements of an organisation that can affect (impede?) efforts to institutionalise changes)

Congruence– The extent to which an intervention is in harmony with

strategy, structure (remember the 7-Ss?) & managerial orientation

Stability of environment and technology– Degree of protection of the change target from the vagaries

of other environmentally-driven changes Unionisation

– Unions can be strong supporters of change, but the opposite may also hold when their interests are confronted by intended changes

Institutionalising interventions

Intervention characteristics (important elements of an intervention that can affect (impede?) efforts to institutionalise changes)

Goal specificity (the greater the specificity the better) Programmability (when intervention characteristics are clear

at outset, commitment and reward allocation are easier to manage)

Level of change target (individual, group or organisation-level, each has supporters & inhibitors)

Internal and external support Sponsor(s) (the presence of a powerful sponsor from the

upper levels of the organisation can legitimise and help to control use of resources

Institutionalisation processes Socialisation

learning & experimenting accompany intervention, meaning effort is required to encourage persistence

Commitment Required throughout the levels of organisation hierarchy

Reward allocation When linked to desired behaviours increases likelihood of

refreezing Diffusion

Take-up by other areas limits probability of opposition Sensing and calibration

Detecting deviations from desired outcomes & correction

Institutionalising interventions

Institutionalising interventions

Indicators of institutionalisation (or how to assess degree of persistence with the intervention)

Knowledge do the org. members know the behaviours associated with the intervention?

Performance frequency or number of members adopting the preferred new behaviours

Preferences genuine personal acceptance is much stronger than peer-induced consent or acquiescence

Normative consensus the extent to which the desired behaviour becomes routine

Value consensus social consensus on values that are relevant to the intended changes

Summary

Only the most appropriate interventions should be used in a change process

Two questions will help to determine which intervention is required: What is the type of change required? What is the impact of the change intended?

Once interventions have been selected they must be implemented and evaluated as part of the formal process.