Page 125 - DMGT520_ORGANIZATION_CHANGE_AND_DEVELOPMENT

Organization Change and Development

Notes about their feelings, about the issue, the way people talk about the issue, the stying with
the topic or going off on tangents, who was talking more or who was talking less, who
was trying to resolve the differences, etc. Such feedback generally provides members to
evaluate the values but at the same time, also provides opportunity to understand
themselves. The concept of Johari Window may also be applied. This suggests that even
people are not fully aware of themselves.
4. Developing Interactive Skills: The basic objective of this process is to increase the ability
among the people as to how they should interact with others and engage in constructive
behaviour. Following are the examples of constructive and negative behaviours:
Constructive Behaviour
(a) Building: developing and expanding the ideas of others.

(b) Bringing in: harmonizing, encouraging others to participate.
(c) Clarifying: resting, ensuring, understanding, seeking relevant information.
(d) Innovative: bringing in new relevant ideas, information, feelings, etc.
Negative Behaviour

(a) Over talk: interrupting, talking together with speaker.
(b) Attacking: deriding, belittling, criticizing person.
(c) Negative: cooling, cynicism, undermining morale.
At the time of discussion of feedback, people themselves take assignments to increase
specific constructive behaviours and decrease specific negative behaviours. If this process
is adopted several times, there is a strong possibility that members may learn constructive
behaviours and leave negative behaviours. This is quite helpful in developing teamwork.
5. Follow-up Action: This is the final stage in team-building. At this stage, the total team is
convened to review what has been learned and to identify what the next step should be.
Follow-up action also helps in overcoming the drawback involved at the initial stages of
team-building. It involves deciding who will take care of each area of the team’s
responsibilities, and who will be responsible for team projects in a group that has not
developed a satisfactory division of responsibility; clarifying and setting differences in
perception concerning responsibility and authority in the team, with complex division of
responsibility and authority among members.
These attempts bring co-operative and supportive feelings among people involved in the team
functioning. When this exercise is undertaken at the initial stage, it contributes positively towards
the feelings of the people. However, to encourage and sustain such feelings, management should
take such actions at regular intervals so that members feel reinforced and sustain their positive
behaviour. Such actions will go a long way in shaping the organizational climate quite conducive
to members for their efficient working.

Evaluation of Team-building

As mentioned earlier, team-building as an OD intervention has attracted maximum attention.
Many research studies have also confirmed the positive contributions of team-building on the
organization’s outcomes, though, in different degrees. In general, team-building contributes to
the organizational performance in the following manner:
1. It improves the organization’s problem-solving and decision-making ability.

2. It helps in developing effective interpersonal relationships by stimulating the group
members for that.

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