1. How would you evaluate an OD intervention?

2. What value is there to ending the OD intervention process?

3. What do you think about the OD consultants approach to evaluation of the intervention in the vignette below on Evaluating the Intervention?

CHAPTER 14 Sustaining Change, Evaluating, and Ending an Engagement Consultants conducted a comprehensive organization development intervention with the employees and management team of the Communications and Electrical division of the city of San Diego, California, in order to improve produc- tivity and employee satisfaction. Each of the city's work groups attended team- building sessions in which they participated in problem solving exercises and clarified team members' roles. Top managers received one-on-one coaching on problem solving, and managers attended training courses to learn how to be more effective in managing meetings, evaluating employee performance, and more. The consultants offered observations to teams on team decision making. problem solving, group dynamics, and communication. When the interventions were concluded, the consultants evaluated the results, comparing this division to similar divisions within and outside the city. They gathered quantitative mea- sures of employee productivity, they conducted an employee survey, they gath- ered employee data on absences and turnover, and they solicited citizen feedback on satisfaction with the department. Compared to the situation before the interventions, costs were lower, employee efficiency significantly increased, and job satisfaction increased. "Those who invest time, energy, and money to accomplish certain goals via an OD project can never know whether those goals have been reached unless they make some effort to evaluate the project" (Paul & Gross, 1981, p. 77)