Interventions
Interventions refer to the different approaches adopted by businesses to identify areas of weakness. The interventions apply when the company is in a descending mode and needs to be saved and when the company is moderately successful and needs to be assisted towards the next level. The ability of an intervention to be successful depends on how best the company strategic team understands the implementation process.
Individual Interventions
The approach focuses on specific employees or departments within an organization. Examples of mostly used remedies include coaching, mentorship, self-awareness tools as well as training, education, and development. The interventions are designed to improve 360 degrees feedback, increase awareness on job design, job description and conflict management, respectively. The interventions are categorized into sensitivity training, behaviour modelling, and stress management. Sensitivity training involves the preparation of employees towards sensing what others feel and think from their point of view; nonetheless it trains on behaviour flexibility to ensure employees behave suitably towards colleagues and management. The behaviour model seeks to set behaviours that can be copied and mimicked in the organization. The organization gets to learn both acceptable and objectionable behaviours based on both internal and external regulations affecting the industry. The modelling resolves company issues, creates a sense of responsibility, simplify project management, enable measurements and tracking of resolutions as well as respond to outcomes rapidly. The stress management intervention aims at protecting and safeguarding employees from stress by helping them develop stress defence mechanisms. The intervention begins by identifying stress triggers and training on good habits to avoid the same, for example, be keen on time management, physical exercises, and relaxation, among others.
Group and Team Interventions
Group intervention refers to measures aimed at utilizing group dynamics for the best interest of a falling or moderately successful business that requires to be improved. Groups are several people reporting to a common superior and have some face to face communication; nonetheless, they enjoy some degree of freedom in the execution of tasks and duties aimed at achieving company goals. Group intervention seeks to restore the characteristics of an effective team that include defining a clear purpose, casual comfort in the group, creating an environment for civilized disagreement, consensus decision making, clear roles and assignments, as well as shared leadership. The group must be aware of the organization’s vision, missions, action plan and goals. Casual comfort refers to the excellent blood between employees; for example, being able to interact freely and exchange ideas without fear of being victimized. Civilized disagreements create a scenario where the group can disagree and agree when faced with conflicts. Disputes in the work setting are inevitable and must, therefore, not affect performance. Conflicts must be addressed through dialogue rather than chest-thumping. Suppressed conflict affects the organization negatively as people start to work against each other instead of with each other. Consensus agreements ensure that decisions made auger well with all members of the group. Actions such as voting should be discouraged as they create divides within departments or the organization. Clear responsibilities enhance harmony and accountability, whereby members of the group can be evaluated in terms of their performance. The organization puts in place clear expectations from the group that must be met. Shared leadership involves delegation of duties to the group. Apart from the formal leader, the group needs to develop a sense of direction, one that remains in the absence or presence of managers or supervisors.
Compare and Contrast
Similarities
The two interventions are informed by the need to salvage a collapsing company or one that is moderately successful and needs to be taken to the next level. Both approaches are adopted on a need basis, depending on findings by the strategic team on areas of weakness. The two interventions focus on people and the impact of their well-being on organization performance. On the individual level, the person needs to be a good shape to perform and help the company achieve its goals. Issues like time management, exercises and good habits are positively related to better performance. On the group level, the cumulative well-being of teams or departments culminates to organization success or failure. Now, the group intervention focuses on people and things that bring them together, for example, decision making, consensus, communication, responsibilities, among others.
Differences
Individual interventions are intrapersonal, whereby they seek to improve a specific person working for the organization. The model appeals to internal factors like empathy, behaviour modelling and stress management. The aim is to motivate and lift the inner person, facing maybe, low-self-esteem, anxiety, self-doubt, among others. On the other hand, group intervention focuses on interpersonal relationships and how people interact with each other. The intervention is based on the realization that teamwork is an essential tool in company goals achievement. Interpersonal factors affecting groups include conflicts, role and responsibilities understanding, communication, methods of decision making, and leadership expectations. Individual interventions are small scale and might be resolved quickly and with minimal resources. Group interventions are largescale and might take time and more support before they can be fixed, for example, the development of quarterly or annual training workshops.