Organizational Development and Intervention

¶ … biases and presumptions about the mindset and competencies of others can muddy and otherwise make problematic any implementation of organizational development. The second pertains to how an adept organizational development person would go about choosing and implementing the proper interventions when it comes to challenges in the workplace and organization relating to the above. Beyond that, it will be answered how it could or should be measured whether or to what degree the intervention is working after the implemented solution has been implemented.

While someone's presumptions or "gut" can be on the money sometimes, there are many other times where these intuitions can be partially or entirely wrong and, regardless, it is wrong to just assume things without solid and complete evidence. Questions Answered Question One The one main reason an organizational development intervention would not work would be one of two things. The first is that the people that are the subject of the intervention are resisting the solution and they are not participatory in making it work.

However, the other reason is that the solution prescribed is at odds with reality and the totality of what is really going on. Beyond that, the latter of those two issues can come off as the former. For example, if there are two groups and one of them makes the claim that the other group is not abiding by the solutions of the first group, it might be assumed that the secondary group is resisting change. However, to just assume that would be exceedingly unwise.

The complaining group may be imposing their ideas on the second group with little to no consideration of anything that is contrary. The first group may have their own misguided preconceptions and assumptions about the second group. Regardless, any OD practitioner worth their salt will talk to both groups and get the full lay of the land before implementing any change. Absolutely nothing should be left to presumption or incomplete data (Rothwell & Sullivan, 2005).

Question Two As for how to choose the proper OD intervention, that would entirely depend on the nature, depth and breadth of the problem. The solution needs to be tailored towards what is being addressed and what is being addressed needs to be one of the biggest (if not the largest) problems in question.

For example, if communication between departments is an issue, then things like departmental meetings, requests for feedback and an informing of how each group does their job and how much (and in what ways) they rely on other departments could and should be made clear to everyone. As for whether something is working, it really is as simple as how things are going before the change and how things are going after the change.

As long as only one thing at a time is being changed, it should be easy to see what is effective and what is not doing much. Conclusion Any company with a strong organizational culture is going to try and enforce that culture with the rank and file. People that are not on board with the company culture should probably.