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Types of OD Intervention
Information-based Intervention

Interventions that define : Activities that specify or clarify the vision, mission, purpose, process, products, services, market position, roles, relationships, responsibilities, outcomes, expectations, and so on. Examples: holding sessions to create vision statements; confirming market direction and market niche; mutually setting performance goals. This intervention is delivered when people are unclear, disagree, or have different expectations; there are conflicting objectives; or people do not have a shared understanding.

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Interventions that inform: Activities that communicate goals, objectives, expectations, results, discrepancies, and so on. Examples: producing internal newsletters; holding debriefing sessions; giving feedback. This intervention is delivered when information has changed, the people have changed, or the people are uninformed, and the consequence is poor performance; or people don't get the information they need.

Interventions that document: Activities that codify information (to preserve it and make it accessible. Examples: setting up libraries; creating manuals, expert systems, job aids, and decision guides. This intervention is delivered when information is not accessible over time or is too complex; job aids, manuals, help screens, and so forth are lacking or inadequate, inaccurate, or hard to access.

Consequences-based Intervention

Interventions that reward: Activities and programs that induce and maintain desired behaviors, eliminate undesirable behaviors, and reward desired outcomes. Examples: holding public ceremonies and annual recognition events; paying for performance. This intervention is delivered when current incentives either reinforce the wrong behaviors or ignore the desired behaviors; or there are few incentives for people to-do beater, more, or differently.

Intervention that measure: Activities and systems that provide metrics and benchmarks so people can monitor performance and have a basis to evaluate it. Examples: developing a scorecard; tracking means and variance in performance over time. This intervention is delivered when people don?t know what criteria are being used to judge productivity, performance, value, and so on, and they could better control their own performance if they knew what the criteria were; measures of good performance are lacking; or measures are inappropriate.

Interventions that enforce: Activities that actualize consequences and achieve compliance. Example: policing; reviewing; double-checking; suspending; removing; withholding pay. This intervention is delivered when consequences for poor performance or unacceptable behavior are hidden or not enforced.

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Design-based Intervention

Interventions that organize: Activities that change the structure or arrange business units, reporting relationships, work processes, jobs, and tasks. Examples: reengineering processes; merging functions; reorganizing responsibilities. This intervention is delivered when the current structure is inefficient, results in redundancy, adds excess costs, overly burdens cycle times, and hides accountability.

Interventions that standardize: Activities that systematize or automate processes and standardize tasks, tools, equipment, materials, components, or measures. Examples: adopting ISO 9000; implementing uniform standards. This intervention is delivered when deviations in equipment, materials, specifications, procedures, common practices, and so on add extra costs, result in low yields, and cause variance in the quality of work.

Interventions that (re) design: Activities that result in useful, easy-to-use, safe, and ergonomically designed environments, workplaces, equipment, and tolls. Examples: building in safety features; designing for ease of installation, service, maintenance, and upgrading. This intervention is delivered when the current work space, equipment, tools, or materials encumber, result in non-value adding activity. Or put employees? health and safety at risk.

Interventions that reframe: Activities and programs that generate new paradigms so that people can experience new perspectives, find creative solutions, integrate new concepts into their behavior, and manage change. Examples: challenging assumptions; engaging in dialogue/ entering into new alliances; brainstorming; creating alternative futures. This intervention is delivered when old attitudes about work are preventing innovation or growth.

Interventions that counsel: activities and programs that help individuals, either singularly or collectively, deal with work, personal, career, family, and financial issue. Examples: offering on-site daycare, retirement seminars, on-site physical fitness canters, and employee assistance programs. This intervention is delivered when people are preoccupied with or distracted by personal and career issues, and this is limiting productivity or adding unnecessary costs.

Interventions that develop: Activities and programs that expand skills and knowledge. Examples: offering training, coaching, and structured on-the-job experiences. This intervention is delivered when current performance is suffering or future performance will suffer because people lack skills and knowledge.

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Interventions that align: Activities and programs that work toward congruency between purpose and practice. Examples: setting up cross-functional teams; soliciting customer (internal and external) feedback. This intervention is delivered when current massages, behaviors, systems, structures, or environments do net support the organization?s goals.

Source of Reference:
Judith Hale, The Performance Consultant's Fieldbook : Tool and Technique for Improving Organizations and People, Jossey Bass Publication. You can obtain this fine book here