Chapter 9

Employee Empowerment and

Interpersonal Interventions

An Experiential Approach to Organization Development 8 th edition Chapter 9

Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 1
 Learning Objectives
Recognize need for employee
empowerment.
Experience dynamics in communication.
Practice giving and receiving feedback.
Describe career life planning and stress
management.

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 Empowering the Individual
(part 1 of 2)

Empowerment - giving employees

power to make decisions.
Power and decision making delegated
to lower levels of employees.
Interventions aimed at enhancing
development of individual members.

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 Empowering the Individual
(part 2 of 2)

Helping organization members improve:

Communications.
Interpersonal skills.
Managerial performance.

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 Employee Empowerment
Individual is one of critical elements in
large-scale organizational change.
Central to Empowerment.
Delegation of power and decision-making
to lower levels.
Promulgation of shared vision of future.
Engaging employees so they develop pride
and responsibility.
An Experiential Approach to Organization Development 8 th edition Chapter 9
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 Empowerment (part 1 of 3)
Employees more proactive and self-
sufficient.
Individual one of most critical elements
in change.
Purpose is to have individuals purpose
and vision congruent with
organizations.

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 Empowerment (part 2 of 3)
For many organizations, empowerment
is basic cornerstone of change.
GE has company wide vision they call
work-out.

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 Empowerment (part 3 of 3)
Empowerment concepts interwoven
through OD interventions including:
Team and system interventions.
Total quality management.
Self-managed work teams, learning
organizations.
High-performance systems.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Laboratory Learning (part 1 of 2)
Sometimes called:
Encounter groups.
Sensitivity training.
Training groups.
Involves using group for discovering
cause-and-effect relations in
interpersonal communications.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Laboratory Learning (part 2 of 2)
Usually includes:
10 to 12 participants who do not know one
another and
1 or 2 experienced facilitators.
Recently used less as an OD technique.

An Experiential Approach to Organization Development 8 th edition Chapter 9

Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 10
 Objectives of Laboratory
Learning Include
Insights into managerial and personal
style.
Determine impact upon others.
Awareness of group functioning.
Analyzing and coping with change.

An Experiential Approach to Organization Development 8 th edition Chapter 9

Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 11
 The Johari Window Model
Communication critical in determining
effectiveness of organizations.
It is technique for identifying
interpersonal communication style.
Model presents:
2 dimensional, 4 cell figure.
Based on interaction of self and others.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Figure 9.1
The Johari Window

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Four Areas of Johari Window
(part 1 of 2)

1. Public area.
Behavior, thoughts, and feelings.
Known both to oneself and to others.
2. Blind area.
Aspects of self not known to oneself.
Readily apparent to others.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Four Areas of Johari Window
(part 2 of 2)

3. Closed area.
Behaviors and feelings know only to
oneself.
Not known to others.
4. Unknown area.
Aspects of self not known to oneself or
others.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Disclosure and Feedback of
Johari Window
Disclosure involves revealing:
Ones feelings, thoughts, and feedback to
others.
Feedback is behavioral process used
to:
Enlarge public area and reduce blind area.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Transactional Analysis
Model for analyzing human behavior
using familiar terminology.
Structural analysis is useful to
understand how we get to be who we
are.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Ego States of TA (part 1 of 2)
3 sources of behavior called ego states:
Parent - behaviors copied from parental
figure.
Adult - behaviors involving objective facts.
Child - behaviors retained from childhood.

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 Ego States of TA (part 2 of 2)
All 3 ego states exist within a person.
Each ego state necessary for well-
integrated personality.
Can enable person to better understand
values, behaviors, and thoughts.
Awareness can help to improve ones
effectiveness in an organization.

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 Figure 9.2
Ego States

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Figure 9.3
Ego States of an Organization

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Understanding Transactional
Theory
A transaction is basic unit of
communication.
Every interaction among people
involves transaction between ego
states.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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Classification of Transactions

Complementary.
Crossed.
Ulterior.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Complementary Transaction
Occurs when a message sent from one
ego state receives an expected
response from other persons
appropriate ego state.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Figure 9.4 a
Complementary Transaction

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Crossed Transaction
Occurs when a message from one ego
state receives response from
inappropriate or unexpected ego state.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Figure 9.4 b
Crossed Transaction

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Ulterior Transaction
Involves two ego states simultaneously:
Literal words of transaction means one
thing.
Underlying intent means something entirely
different.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Figure 9.4 c
Ulterior Transaction

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Strokes
A stroke is any form of recognition.
Includes physical, verbal, and visual
messages.
Strokes are conditional and
unconditional.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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Conditional and Unconditional
Strokes
Conditional strokes.
Tied to some type of performance by
receiver of stroke.
Unconditional strokes.
Given with no strings attached.
Both types of strokes are appropriate.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Positive, Negative, and
Crooked Strokes (part 1 of 2)
Strokes in TA may be:
Positive.
Negative.
Crooked.
Positive strokes.
Transactions that provide expected
response and reassure a persons worth.
Results in a Youre OK feeling.
An Experiential Approach to Organization Development 8 th edition Chapter 9
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 Positive, Negative, and
Crooked Strokes (part 2 of 2)
Negative strokes.
Critical transactions resulting in
unexpected, unreassuring response.
Results in Youre not OK feeling.
Crooked strokes.
Transactions that have double meaning.
Transmits message different from words a
person uses.
An Experiential Approach to Organization Development 8 th edition Chapter 9
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 33
 Psychological Positions and
Scripts
Psychological position is persons
general outlook on life.
It is how he or she relates to others.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Four Psychological Positions
(part 1 of 2)

Im OK, youre OK.

Acceptance of self and others.
A healthy outlook.
Im OK, youre not OK.
Tendency to mistreat, blame, and put down
others.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Four Psychological Positions
(part 2 of 2)

Im not OK, youre OK.

Feelings of low self-esteem or lack of
power compared to others.
Im not OK, youre not OK.
Feelings of low self-esteem and loss of
interest in living.
Feelings of confusion and depression.

An Experiential Approach to Organization Development 8 th edition Chapter 9

Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 36
Authentic Communication and
Relationships of TA
TA emphasizes open communications.
Provides framework for examining how
people communicate and work.
Adult-to-adult transactions help develop
employee involvement and
empowerment.

An Experiential Approach to Organization Development 8 th edition Chapter 9

Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 37
 Career Life Planning
Interventions
Help individuals better manage their
career.
Process of choosing occupational,
organizational, and career paths.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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Steps in Career Life Planning
(part 1 of 2)

1. Prepare set of career life goals.

2. Go through the list to:
Test for reality.
Determine priorities.
Look for conflicting goals.

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Steps in Career Life Planning
(part 2 of 2)

3. Make list of:

Important accomplishments.
Things that made participant feel
satisfied.
4. Work through list in Step 3 looking for
conflicts.
5. Prepare detailed plan of action.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Stress Management and
Burnout
Stress is interaction between individual
and environment.
Characterized by emotional strain
affecting persons physical and mental
condition.
Excessive work and personal stress can
become dysfunctional.
An Experiential Approach to Organization Development 8 th edition Chapter 9
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 41
 Stress Requires Two
Simultaneous Events
External event (stressor).
Emotional or physical reaction to the
stressor such as:
Fear.
Anxiety.
Muscle tension.
Increased heart rate.
An Experiential Approach to Organization Development 8 th edition Chapter 9
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 Major Sources of Stress
On-the-job activities.
Events occurring away from work.
The two are interrelated and complex
issues.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Potential Stressful Work
Activities Include
Change in policy. Lack of feedback.
Reorganization. Not enough time to
Unexpected perform duties.
changes in Lack of participation.
schedules. Job ambiguities.
Conflicts with other
people.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Job Burnout
Emotional exhaustion and reduced
accomplishment.
Experienced by those who do people
work.
Response to chronic emotional strain of
dealing extensively with other people.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Stress Management
Interventions (part 1 of 6)
Helps individuals cope with negative
outcomes of exposure to stress.
Interventions include:
Wellness programs. Stress management
Relaxation training.
techniques. Job burnout
Career life planning. seminars.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Stress Management
Interventions (part 2 of 6)
Wellness Program
Helps employees to improve diet and
exercise.
Sometimes includes company-built
training facilities.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Stress Management
Interventions (part 3 of 6)
Relaxation Techniques
Two commonly used techniques:
Biofeedback.
Meditation.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Stress Management
Interventions (part 4 of 6)
Career Life Planning
Sessions may be one-to-one or group
sessions.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Stress Management
Interventions (part 5 of 6)
Stress Management Training
Instruction in:
Time management.
Goal setting.
Relaxation techniques.
Conflict resolution.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Stress Management
Interventions (part 6 of 6)
Seminars on Job Burnout
Workshops to help employees
understand nature and symptoms of job
problems.

An Experiential Approach to Organization Development 8 th edition Chapter 9

Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 51
 OD Application
How W. L. Gore Empowers
Individuals and Teams
At Gore no assigned authority and no
chain of command.
No predetermined channels of
communication.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Uses lattice system and no plants larger
that 200 associates.
Leaders emerge rather than appointed.
Team does hiring for new employees.

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 Team becomes successful because
members help others to be successful.
Seniority and education do not count.
Associates compensated on how much
they contribute to firm.

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 Key Words and Concepts
Biofeedback.
Instruments record brain wave, heart, etc.
Enables people to control nervous system
reactions and stress.
Career life planning.
Matching career and life goals.

An Experiential Approach to Organization Development 8 th edition Chapter 9

Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 55
 Complementary transaction.
Message sent from ego state receives
expected response from other persons
appropriate ego state.
Crooked stroke.
Transmits message different from words
that person uses.
Crossed transaction.
Occurs when message from one ego state
receives response from inappropriate
state.
An Experiential Approach to Organization Development 8 th edition Chapter 9
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 Disclosure.
Used in Johari Window model to enlarge
public area.
Ego states.
Sources of behavior used to describe
feelings and behaviors of parent, adult, and
child .
Empowerment.
Delegates power to lower levels to engage
all employees.

An Experiential Approach to Organization Development 8 th edition Chapter 9

Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 57
 Fade out.
Occurs in laboratory learning when
participants return to work organizations.
Feedback.
Process used to enlarge public area and
reduce blind area.
Job burnout.
Response to emotional strain of dealing
extensively with other human beings.

An Experiential Approach to Organization Development 8 th edition Chapter 9

Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 58
 Johari Window Model.
Model for identifying communication style.
Laboratory learning.
Uses group as laboratory for discovering
relations in interpersonal communication.
Meditation.
Relaxation technique to reduce stress.
Negative strokes.
Results in unexpected response with
Youre not OK feeling.
An Experiential Approach to Organization Development 8 th edition Chapter 9
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 59
 Positive strokes.
Provides expected response and
reassures persons worth.
Psychological positions.
Feelings lead to positions toward oneself
and others.
Psychosocial system.
Includes relationships and behavioral
patterns of members.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Stress.
Emotional strain affecting persons physical
and mental condition.
Stress management intervention.
Methods to help individual deal with stress.
Stressors.
Events that create state of disequilibrium
within individual.

An Experiential Approach to Organization Development 8 th edition Chapter 9

Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 61
 Stroking.
Form of recognition of one person by
another.
Structural analysis.
Used to understand the 3 ego states.
Transaction.
Interaction between people involving
communication between ego states.

An Experiential Approach to Organization Development 8 th edition Chapter 9

Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 62
 Transactional analysis.
Relationship model for people to
understand themselves better.
Ulterior transaction.
Involves 2 ego states in people sending
messages that have underlying meanings.
Wellness programs.
Stress reduction programs such as
physical fitness and nutrition counseling.

An Experiential Approach to Organization Development 8 th edition Chapter 9

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 Simulation 9.1
SACOG
Purpose.
Learn to recognize the dimensions of
group effectiveness.
Observe how dimensions inhibit or
facilitate group functioning.
Learn to identify OD interventions that can
increase individual and group
effectiveness.
An Experiential Approach to Organization Development 8 th edition Chapter 9
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 Simulation 9.2
Johari Window
Purpose.
Provide you with information to compare
your perceptions of yourself with the
perceptions others have of you.
The survey can initiate further thought
about your communications and
interpersonal relations.

An Experiential Approach to Organization Development 8 th edition Chapter 9

Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 65
 Simulation 9.3
Career Life Planning
Purpose.
Give you experience in preparing career
and life plans.
Act as a helper for someone else
formulating career life plans.

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Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 66
Preparations for Next Chapter
(part 1 of 2)

Read Chapter 10.

Prepare for OD Skills Simulation 10.1.
Prior to class, form teams of six and assign
roles.
Complete Steps 1 and 2.

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Preparations for Next Chapter
(part 2 of 2)

Complete Step 1 of OD Skills

Simulation 10.2 before class and after
finishing OD Skills Simulation 10.1.
Read and analyze Case: Steele
Enterprises.

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 An Experiential Approach to Organization Development 8 th edition Chapter 9
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