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Chapt - 7

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9 views21 pages

Chapt - 7

Uploaded by

TipsandUpdates in telugu
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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CHAPTER

Collecting,
6 Analyzing, and
Feeding Back
Diagnostic
Information
Learning Objectives
• Understand the importance of the
diagnostic relationship in the
OD process.
• Describe the methods for
collecting diagnostic data.
• Understand the primary
techniques used to analyze
diagnostic data.
• Outline the process issues
associated with data feedback.
• Describe and evaluate the survey
feedback intervention.
The Diagnostic Relationship

• Who is the OD Practitioner?


• Why is the practitioner here?
• Who does the practitioner work for?
• What does the practitioner want and why?
• How will the practitioner protect your
confidentiality ?
• Who will have access to the data?
• What’s in it for you (the organization)?
• Can the practitioner be trusted?
Cycle of Data Collection and
Feedback
Collecting Data

•Questionnaires - standardized questions


as well as customized questions

•Interviews - individuals and/or groups.


Highly-structured or flexible. Two types of group
interviews are focus groups or sensing meetings.

•Observations -observe and record


organizational behaviors in their functional settings

•Unobtrusive Measures - secondary


data sources such as company records and archives.
For instance records of absenteeism, tardiness,
grievances, meeting minutes
Collecting Data
Surveys and Questionnaires

• Major Advantages
• Responses can be quantified and summarized
• Large samples and large quantities of data
• Relatively inexpensive
• Major Potential Problems
• Little opportunity for empathy with
subjects
• Predetermined questions -- no chance to
change
• Over-interpretation of data possible
• Response biases possible
Interviews

• Major Advantages
• Adaptive -- allows customization
• Source of “rich” data
• Process builds rapport and empathy with subjects

• Major Potential Problems


• Relatively expensive
• Bias in interviewer responses
• Difficult to code and interpret
• Self-report bias possible
Observations
• Major Advantages
• Collects data on actual behavior,
rather than reports of behavior
• Real time, not retrospective
• Adaptive and objective
• Major Potential Problems
• Difficult to coding and interpret
• Sampling inconsistencies
• Observer bias and reliability can
be questioned
• Can be expensive
Unobtrusive Measures

• Major Advantages
• No response bias
• High face validity
• Easily quantified
• Major Potential Problems
• Privacy, access and retrieval
difficulties
• Validity concerns
• Difficult to code and interpret
Sampling

• Sample Size
• Population vs. Sample
• Importance of Sample Size
• Sample Selection
• Random
most common approach to sampling diagnostic data in OD is a simple
random sample, in which each member, behavior, or record has an
equal chance of being selected.
• Stratified
In a stratified sample, the population of members, events, or
records is segregated into a number of mutually exclusive
subpopulations and a random sample is taken from each subpopulation.
Analyzing Techniques
• Qualitative Tools
• Content Analysis
content analysis, which attempts to summarize comments into
meaningful categories. A few themes that effectively
summarize the issues or attitudes of a group of respondents.
• Force-field Analysis
• Force-field analysis organizes information
pertaining to organizational change into two major
categories: forces for change and forces for
maintaining status quo.
Force-Field Analysis of Work-
Group Performance
Analyzing Techniques
• Quantitative Tools
• Descriptive Statistics
• Relations Between Measures (correlation)
• Difference Tests
Feeding Back Data

The success of data feedback depends largely on


its ability to arouse organizational action
and to direct energy toward problem solving.
Both the content and process of data feedback
impact whether the organization will be
energized to act.
Content of Feedback
• Relevant • Comparative
• Understandable • Unfinalized
• Descriptive
• Verifiable
• Timely
• Limited
• Significant
Effects of Feedback
Effective Feedback Meetings

• People are motivated to work with the data


• The meeting is appropriately structured
• The right people are in attendance
• Knowledge of issues
• Ownership and interest
• Power and Influence
• The meeting is facilitated
Steps in Survey Feedback

• Members are involved in designing the


survey
• The survey is administered to all
members of the organization or work
group
• The data is analyzed and summarized
• The data is presented to the
stakeholders (top-down or bottom-up)
• The stakeholders work with the data
to solve problems or develop action
plans
Feedback and Organizational
Dependencies
• Recognize relationships between participating
organizational units
• Greater dependency among organization units
requires coordinated survey feedback taking
into account relationships between groups.
Limitations of Survey Feedback

• Ambiguity of Purpose
• Distrust
• Unacceptable Topics
• Organizational Disturbances

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