„‚ CONDITIONS THAT HINDER EFFECTIVE COMMUNICATION

necessarily defined over time, step by step, as learning occurs through each new cycle of
data collection, diagnosis, intervention, and evaluation. This is necessary in order to
ensure congruence among structure, people, process, strategy, and culture (Beer, 1980;
Nadler & Tushman, 1980). The following is an outline of a systematic intervention
strategy:
1. Establish the objectives and scope of the intervention.
■ Who is in need of mentoring?
■ Who can provide mentoring?
■ Are resources available for a system-wide intervention, or is a smaller,
departmental intervention more appropriate?
2. Identify the features that create obstacles to mentoring and alternative methods
for alleviating them.
■ Which features discourage relationship-building efforts? The reward system?
The design of work? The culture? The absence of effective performancemanagement
systems? Individual attitudes, assumptions, or skills?
■ Which educational and structural interventions are feasible? Which would
address the obstacles identified?
■ Are there existing change efforts or established programs into which a strategy
to encourage mentoring could be incorporated?
■ Who should be involved in choosing the appropriate intervention so that the
support of management is assured and resistance is minimized?
3. Implement the intervention.
■ Which should happen first, an educational or structural intervention?
■ Who should be consulted and involved in the implementation?
■ What depth of intervention is required?
4. Evaluate the impact of the intervention and determine the next steps.
■ How did people respond to the intervention over time?
■ What other interventions are needed to support the desired changes in attitudes
and behavior?
■ Who needs to be informed of the impact of the intervention in order to ensure
long-term support for the change?
Systematic diagnosis of the situation enables definition of the potential obstacles to
mentoring, including structures, processes, and people. The process of data collection,
diagnosis, and action planning should involve the target population for whom mentoring
is desired, members of the management group who must commit resources and support
for change, as well as the internal and/or external change agents who have the
knowledge and skills to orchestrate the process.
Data Collection
People at all career stages should be consulted about the factors that encourage or
interfere with their efforts to establish effective relationships with colleagues, including
The Pfeiffer Library Volume 6, 2nd Edition. Copyright ©1998 Jossey-Bass/Pfeiffer ❚❘ 265