brown_eaod8_ppt_11 - Copy

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 1

Chapter 11

Intergroup Development

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 2

Learning Objectives (part 1 of 2)

• Identify problems of intergroup conflict and suboptimization.

• Experience negative effects of competition on organization effectiveness.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 3

Learning Objectives (part 2 of 2)

• Observe and develop strategies for collaborative intergroup relations.

• Diagnose causes of cooperative versus competitive group relations.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 4

Changing Relationships in Today’s Organizations

• Managers concentrate on shared responsibilities among teams.

• Organizations create situations of team interdependence.

• OD interventions develop effective working methods between teams.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 5

Collaboration and Conflict

• Organizations need cooperation to be effective.

• Differences in objectives and values between groups.

• Conflict is inevitable between groups.

• Dysfunctional conflict reduced through intergroup interventions.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 6

Intergroup Operating Problems

• How incompatible goals are.

• Extent to which resources are scarce and shared.

• Degree of interdependence of task activities.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 7

Figure 11.1Factors Involved in Conflict

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 8

Suboptimization

• Suboptimization occurs:– When group optimizes its own goals,– But loses sight of larger organizational

goals.

• Intergroup competition involves groups with conflicting purposes or objectives.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 9

Role Conflict and Role Ambiguity

• Role conflict occurs:– When individual belongs to 2 or more

groups,– Whose goals are in conflict.

• Role ambiguity exists:– When individual not clear about his/her

functions and goals.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 10

Cooperation Versus Competition (part 1 of 2)

• Mixed research results on competition and cooperation between groups.

• Members of competitive groups have more self-esteem for their groups.

• Groups competing with one another highly oriented toward task.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 11

Cooperation Versus Competition (part 2 of 2)

• Lack of evidence on benefits of competition.

• Cooperation promotes productivity between groups when:– Task is complicated and requires

coordination.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 12

Managing Conflict

• Organizational conflict not needed to be eliminated but managed.

• Diagnosing conflict involves learning conflict styles dealing with conflict:– Desire to satisfy self.

– Desire to satisfy others.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 13

Figure 11.2Conflict Styles

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 14

Five Conflict Styles (part 1 of 2)

1. Avoiding - low concern for self and others.

2. Obliging - low concern for self, high concern for others.

3. Dominating - high concern for self, low concern for others.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 15

Five Conflict Styles (part 2 of 2)

4. Compromising - moderate concern for self and others.

5. Integrating - high concern for self and others.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 16

Techniques to Deal with Intergroup Problems

• Deal with conflicts openly to manage tensions.

• OD techniques include:– Third-party consultation.

– Organization mirror.

– Intergroup team building.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 17

Third-Party Consultation

• Uses third party, usually outside practitioner.

• Helps teams to open communications, level power, and confront problems.

• Provides diagnostic insight.

• Source of emotional support and skills.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 18

Organization Mirror

• Gives feedback to teams on how other teams view them.

• Teams meet together to process data.

• Objective is identifying problems and formulating solutions.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 19

Intergroup Team Building (part 1 of 2)

• Members work on issues of interface.

• Meeting usually involves 5 steps:

Step 1. Working separately, the 2 teams make 3 lists: – How we see ourselves.

– How we think other team sees us.

– How we see other team.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 20

Step 2. Meeting with other team, person from each team presents their lists.

Step 3. Teams meet separately to discuss.

Step 4. Subgroups formed by mixing members of 2 teams. Develop action plans.

Step 5. Follow-up evaluation meeting held.

Intergroup Team Building (part 2 of 2)

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 21

Table 11.1Sample Intergroup Meeting Listing

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 22

OD ApplicationHarley-Davidson’s Plant Run

by Work Teams• HD manufactures motorcycles known

throughout the world.

• In 2007 HD began to experience significant challenges:– Changing demographics.– Recession.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 23

• HD developed new products to meet customer’s needs.

• HD not clear how to meet financial challenges of recession.

• Kansas City plant example of how it builds on employee strengths.

• Before plant opened, HD spent 2 years with union on labor agreement.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 24

• The result:– The 23 Elements of Shared Responsibility.

• HD’s Kansas City plant empowers teams to:– Make their schedules and work rules.– Train new workers and evaluate workers.– Manage plant’s operating budget.– Approve plant strategies.

• Plant’s structure centers around employees.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 25

• Work teams of 8 to15 members.

• Group sends member to operating group.

• Four operating groups oversee its division.

• Operating group elects representative to Plant Leadership Group.

• The plant is open and has no walls for offices.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 26

• New employees:– Rigorously screened.– Go through training lasting up to 6 months.

• Production workers receive financial rewards based on performance of plant.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 27

Key Words and Concepts• Avoiding Style.

– Manages conflict by withdrawing.

• Boundaryless.– GE term that refers to reducing conflict

between divisions and departments.

• Compromising style.– Manages conflict by seeking compromise

between parties.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 28

• Confrontation.– Parties directly engage each other and

focus on conflict.

• Dominating style.– Manages conflict by obtaining personal

objectives and ignoring needs of others.

• Integrating style.– Manages conflict demonstrating high

concern for self and others.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 29

• Interdependence.– Performance of one group contingent upon

another group.

• Interfaces.– Meeting point between groups.

• Intergroup competition.– Emerges when group pursues one goal

while opposing values that exist in another group.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 30

• Intergroup interventions.– Increase cooperation among organization

subsystems.

• Intergroup team building.– Key members of conflicting groups meet to

work on issues of interface.

• Meta goals.– Superordinate organization goals.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 31

• Obliging style.– Manages conflict by showing concern for

people’s satisfactions and smoothing over conflicts.

• Open loop.– Elements of organization operating without

feedback.

• Organization mirror.– Gives work units feedback on how other

elements of organization view them.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 32

• Suboptimization.– Group optimizes own goals but loses sight

of larger organization goals.

• Team interdependence.– Performance of one team contingent upon

another team.

• Third-party interventions.– Increases communication and intergroup

problem solving using outside practitioner.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 33

OD Skills Simulation 11.1The Disarmament Game

• Purpose.– To simulate intergroup conflict within an

organization.– To observe and experience competition.– To examine strategies for developing

collaboration between units.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 34

OD Skills Simulation 11.2Intergroup Team Building

• Purpose.– To provide opportunity for group members

to clarify and analyze their interrelationships.

– To work on improving intergroup processes.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 35

Preparations for Next Chapter• Read Chapter 12.

• Prepare for OD Skills Simulation 12.1.– Prior to class, form teams of seven and

assign roles. – Complete Step 1.

• Complete Step 1 of OD Skills Simulation 12.2.

• Read and analyze Case: Valley Wide Utilities Company.

An Experiential Approach to Organization Development 8 th editionCopyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall

Chapter 11Slide 36