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    Organization Development and Change: Collecting and Analyzing Diagnostic Information

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    Barun
    This document discusses organizational development and change, focusing on collecting and analyzing diagnostic information. It covers the importance of building diagnostic relationships, methods for collecting data such as questionnaires, interviews, observations, and unobtrusive measures. It also discusses techniques for analyzing the data, including qualitative tools like content analysis and force-field analysis as well as quantitative tools like descriptive statistics and measures of association. The goal is to understand issues in the organization and identify forces that can help enable positive change.

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    Organization Development and Change: Collecting and Analyzing Diagnostic Information

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    Barun
    149 views11 pages
    This document discusses organizational development and change, focusing on collecting and analyzing diagnostic information. It covers the importance of building diagnostic relationships, methods for collecting data such as questionnaires, interviews, observations, and unobtrusive measures. It also discusses techniques for analyzing the data, including qualitative tools like content analysis and force-field analysis as well as quantitative tools like descriptive statistics and measures of association. The goal is to understand issues in the organization and identify forces that can help enable positive change.

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    oc6440collectingandanalyzingdiagnosticdata-170116192335

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    This document discusses organizational development and change, focusing on collecting and analyzing diagnostic information. It covers the importance of building diagnostic relationships, methods for collecting data such as questionnaires, interviews, observations, and unobtrusive measures. It also discusses techniques for analyzing the data, including qualitative tools like content analysis and force-field analysis as well as quantitative tools like descriptive statistics and measures of association. The goal is to understand issues in the organization and identify forces that can help enable positive change.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    149 views11 pages

    Organization Development and Change: Collecting and Analyzing Diagnostic Information

    Uploaded by

    Barun
    This document discusses organizational development and change, focusing on collecting and analyzing diagnostic information. It covers the importance of building diagnostic relationships, methods for collecting data such as questionnaires, interviews, observations, and unobtrusive measures. It also discusses techniques for analyzing the data, including qualitative tools like content analysis and force-field analysis as well as quantitative tools like descriptive statistics and measures of association. The goal is to understand issues in the organization and identify forces that can help enable positive change.

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    © All Rights Reserved
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    Download as ppt, pdf, or txt
    of 11

    Organization Development and Change

    Collecting and Analyzing


    Diagnostic Information

    Thomas G. Cummings
    Christopher G. Worley
    Learning Objectives
    for Chapter Seven
    To understand the importance of diagnostic
    relationships in the OD process
    To describe the methods for diagnosing and
    collecting data
    To understand and utilize techniques for
    analyzing data

    Cummings & Worley, 8e 7-2


    (c)2005 Thomson/South-Western
    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 my confidentiality be protected?
    Who will have access to the data?
    Whats in it for me?
    Can the practitioner be trusted?
    Cummings & Worley, 8e 7-3
    (c)2005 Thomson/South-Western
    Data Collection - Feedback Cycle

    Core Activities

    Planning to Collecting Analyzing Feeding Following


    Collect Data Data Data Back Data Up

    Cummings & Worley, 8e 7-4


    (c)2005 Thomson/South-Western
    Sampling
    Population vs. Sample
    Importance of Sample Size
    Process of Sampling
    Types of Samples
    Random
    Convenience

    Cummings & Worley, 8e 7-5


    (c)2005 Thomson/South-Western
    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 change to change
    Overinterpretation of data possible
    Response biases possible
    Cummings & Worley, 8e 7-6
    (c)2005 Thomson/South-Western
    Interviews
    Major Advantages
    Adaptive -- allows customization
    Source of rich data
    Empathic
    Process builds rapport with subjects
    Major Potential Problems
    Relatively expensive
    Bias in interviewer responses
    Coding and interpretation can be difficult
    Self-report bias possible
    Cummings & Worley, 8e 7-7
    (c)2005 Thomson/South-Western
    Observations
    Major Advantages
    Collects data on actual behavior, rather than
    reports of behavior
    Real time, not retrospective
    Adaptive
    Major Potential Problems
    Coding and interpretation difficulties
    Sampling inconsistencies
    Observer bias and questionable reliability
    Can be expensive
    Cummings & Worley, 8e 7-8
    (c)2005 Thomson/South-Western
    Unobtrusive Measures
    Major Advantages
    Non-reactive, no response bias
    High face validity
    Easily quantified
    Major Potential Problems
    Access and retrieval difficulties
    Validity concerns
    Coding and interpretation difficulties

    Cummings & Worley, 8e 7-9


    (c)2005 Thomson/South-Western
    Analysis Techniques
    Qualitative Tools
    Content Analysis
    Force-field Analysis
    Quantitative Tools
    Descriptive Statistics
    Measures of Association (e.g., correlation)
    Difference Tests

    Cummings & Worley, 8e 7-10


    (c)2005 Thomson/South-Western
    Force-Field Analysis of Work Group Performance
    Forces for Change Forces for Status Quo

    New technology Group performance norms

    Desired Performance
    Current Performance
    Better raw materials Fear of change

    Competition from other groups Member complacency

    Supervisor pressures Well-learned skills

    Cummings & Worley, 8e 7-11


    (c)2005 Thomson/South-Western

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