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While individual interventions influence and encourage personal growth, development, and change, there are two cautions:
Change
Change
Organizational Processes/Systems
An organization's systems, processes, and beliefs can contradict and work against any individual's attempt to change.
Forced or Mandated Change
Individual change is rarely successful, or long-lasting, if it is being forced or mandated.
While changes play an important part of the change that an organization needs - it is likely not the only change needed. This is because individuals work within interconnected systems (Systems Theory).
Schemas
Schemas
"Familiar cognitive concepts and beliefs that govern how we approach our lives and work environments" (Anderson, 2019, p. 227).
An important part of how people think at work is through schemas
Help to develop familiar patterns - which aid individuals in interpreting what is happenign in order to make sense of their work
Change threatens existing schemas - requiring the development of new schemas
We begin to question what was once familiar, known, and most likely comfortable
Due to the need to remove old schemas and accept new ones, individuals may resist change
Stages of transition
Stages of transition
Personal change is an affective process as individuals go through stages of transitions (Anderson, 2019).
Endings
All transitions begin with endings, or recognition of the past
Prompt confusion and fear
Reuire letting go of past processes, beliefs, and ways of working
Letting go of relationships and familiar places
Change to one's personal identity
Experience of loss
Grief naturally occurs
The Neutral Zone
"Neither the old nor the new ways work properly" (Anderson, 2019, p. 228).
Frustrating and confusing to recognize change is happening
Lacking comfort of established routines and practices
People may not know how to evaluate or interpret the new information
Feels like a slow transition
Unsure of when confustion will end
New Beginnings
May occur with stops and starts as people transition to new ways
May experience personal setbacks, frustration, or failure
Attempt to change but it may be difficult
Individual interventions are designed to:
Help organizational members through various stages of the change process
Recognizing the need to change
Motivating acceptance of change
Respecting the benefits and drawbacks
Learning new skills
instruments
instruments
Common Individual Instruments consist of:
Myers-Briggs Type Indicator
FIRO-B
Thomas-Kilman Conflict Mode Instrument
DISC
Myers-Briggs Type Indicator
Developed in 1920s
Based off psychological theories of Carl Jung
Classifies personality into 16 types, based on 4 preference categories
Belief that the strength of these preferences might change over time, but the 4 letter preference tends to remain stable
Support and Resistance for Myers-Briggs
Test found to have good reliability in repeated administrations over time
Useful in number of areas such as team building, training, career development coaching, and conflict resolution
Some experts are skeptical and question other aspects of the test's validity, due to lack of evidence
Tends to be used because it is interesting/fun - not necessarily because it is appropriate for the situation
Stresses 4 letter preference and ignores the reality that most people exhibit some aspects of both pairs at different points
Too much emphasis may lead to assumptions or explanations for all behavior
The most important stage of the process is interpretation and processing of results
The Facilitator Must Remain:
Nonjudgmental
Open
Respectful
Sensitive to strong emotions that may arise
Ethical Considerations To Use:
Facilitators should be trained in the administration and interpretation of the instrument
Facilitator should have completed the instrument themselves to understand possible reactions
Participants should not be pressured to reveal scores or adopt facilitator's interpretation
Facilitators should obtain instruments through ethical means and use as agreed
Advantages and Disadvantages of Using Individual Instruments
(Anderson, 2019, p. 230).
Advantages
Gives people language and constructs to understand themselves
Relatively low threat
Individualized
Promotes involvement in self-discovery
Can administer at multiple times to compare changes
Can allow person to explore areas previously unknown to self
Disadvantages
People may seek the right answer or right style
May encourage labeling or stereotyping
May encourage relativism instead of confrontation
Fear of exposure, being "discovered" psychologically
Can foster dependency on the facilitator
Can be too much information to confront at once
Can be overwhelming
Coaching
Coaching
Common Coaching Practices
Leadership development coaching
Focused on "high potential or succession plan candidates"
Performance coaching
Focusing on "individual employees who are underperforming"
Career coaching
Helping "explore career or job options, change jobs, or retire"
Executive coaching
For the organizations highest paid leaders
Coaching Process
The coaching process usually follows the OD process:
Coach and client will meet in order to develop a contract to ensure that the relationship will meet the needs of both parties
Intervention - no matter which intervention is used, the coach will begin with a conversation that helps explore what the client's motivation to change is and their desired future
When coaching engagements are concluded, coaches should conduct an evaluation session in order to improve their own practice - they should invite feedback on their style and process
Trends in the Field of Organizational Coaching
Need/demand for coaching increatsing and changing
Coaching evolving as a discipline and profession
Demand for measurable impact and quality increasing
Number and influence of professional organizations changing
Coaching is becoming a commodity
Mentoring
Mentoring
Mentoring Programs
Mentoring tends to involve an expert-protoge relationship that includes a skilled and knowledgeable teacher
This teacher provides guidance
The teacher is less often a relationship with a "hired" change agent or external consultant
Mentoring Programs may:
Shorten learning tracks
Speed up managerial advancement
Build a new generation of leaders
Mentoring vs. Coaching
Mentoring and coaching differ primariliy in the degree of expertise of the facilitator, as well as the content knowledge that is shared with the client/performer
Mentoring involves a stronger focus on the skill development of the learner
Unlike a coach, a mentor may provide explicit advice or direction - rather than wait for the mentee to find the answer through self-discovery
Cultivating Mentoring Relationships
Develop capacity for discernment
Develop radar for a mentor
Be courageous and proactive
Cultivate social skills
Work hard, pursue excellence
Demonstrate a passion for learning
Foster collegial relationships
(Anderson, 2019)
360 Feedback
360 Feedback
360 Feedback Systems (Multisource) are methods by which, "individuals can receive feedback from a wide range of people with whom they work" (Anderson, 2019, p. 240).
When to use 360 Feedback
Most commonly, 360 Feedback is used for individual development
Most often for managers and leaders of an organization
However, some organizations use 360 feedback during annual performance appraisal processes
It may also be used for team interventions
Topic for 360 Feedback
The topic for feedback can vary widely among different methods
The topic can range from feedback solicited about personal attributes, interpersonal skills, and job performance
Regardless, what the approaches will all have in common is their aggregation of multiple sources of data
Potential Outcomes of a Successful Process
An increased awareness of appraisers' expectations
Improvements in work behaviors and performance
Reduction of "undiscussables"
Increase in periodic informal 360-degree performance reviews
Increase in management learning
(Anderson, 2019)
"The idea of 360 feedback is that 'observations obtained from multiple sources will yield more valid and reliable (and therefore more meaningful and useful) results for the individual'" (Anderson, 2019, p. 240).
Career Planning
Career Planning
"What were formerly clear and stable upward career paths have given way to a flattened organizational structure, changes in the scope of responsibility, increasing job mobility, lateral moves, team-based working, and more" (Anderson, 2019, p. 242).
Concept
The concept of an organizational career development system originated from:
Organizations' interests in balancing what employees want for career growth and personal development
What the organization needs given its strategic concept
The Classic View: Stages of the Career
Early research emphasized a linear progression of career shifts through an employee's life
Nine stages of a career life cycle:
Growth, fantasy, exploration
Entry into world of work
Basic training
Full membership in early career
Full membership, midcareer
Midcareer crisis
Late career
Decline and disengagement
Retirement
(Anderson, 2019)
The Contemporary View: Boundaryless Careers
As organizations have evolved, so has the concept of career
Research suggests people no longer progress through their career stages in the sequence presented in the previous view
Instead, they cycle through them quickly and return to previous stages
Boundaryless Career: transcends any individual job, occupational function, profession, and organization
Career progression is defined more by learning milestones and skill capabilities (rather than age and title)
Employment may be with many firms rather than a single company
Job security exists due to one's ability to successfully perform the work and contribute to organizational goals
Choosing a Career Direction and Identifying Work Interests
It is important in contemporary work environments for individuals to be conscious of their career interests and abilities
Many assessments have been created and tested to help individuals with career choices
Research has shown that individuals may change jobs or careers, however they do so most frequently within the same career typology pattern
Early research suggests that individuals were more satisfied with their careers when their careers were consistent with personality type
(Anderson, 2019)
Setting Career Goals
At any point in a career, individuals can feel stuck
For these individuals, formal training or informed training may provide an occassion to reawaken interest in the job and to enhance one's contributions at work
(Anderson, 2019)
Develop Career Transitions and New Employment Relationships
Often later in one's career, an individual may benefit from the opportunity to share their career and life experiences with others
Mentoring or consulting may be appropriate and rewarding roles for these individuals
Human Resource Systems for late-career employees
Allows experienced employees to begin a phased retirement
Allows the organization to continue to benefit from the employee's wealth of knowledge and experience
(Anderson, 2019)
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