Week 4:

Collecting and Analysing

Diagnostic Information

Acknowledgement of sources
Text: Waddell, Cummings & Worley (2000).
 Learning Objectives
• To understand the importance of
diagnostic relationships in the OD
process
• To describe the methods for
diagnosing and collecting data
• To understand and utilise techniques
for analysing data
 Goals of data collection
• To obtain valid information about
organisational functioning
• To rally energy for constructive
organisational change
• To develop the collaborative
relationship necessary for effecting
organisational change
 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?
• What’s in it for me?
• Can the practitioner be trusted?
 Data Collection - Feedback Cycle

Core Activities

Planning to Collecting Analyzing Feeding Following

Collect Data Data Data Back Data Up
 Sampling

• Population vs. Sample

• Importance of Sample Size
• Process of Sampling
• Types of Samples
– Random
– Convenience
 Questionnaires
• Major Advantages
– Responses can be quantified and summarised
– 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
 Interviews
• Major Advantages
– Adaptive -- allows customisation
– 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
 Observations
• Major Advantages
– Collects data on actual behaviour, rather than
reports of behaviour
– Real time, not retrospective
– Adaptive
• Major Potential Problems
– Coding and interpretation difficulties
– Sampling inconsistencies
– Observer bias and questionable reliability
– Can be expensive
 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
 Analysis Techniques

• Qualitative Tools
– Content Analysis
– Force-field Analysis
• Quantitative Tools
– Descriptive Statistics
– Measures of Association (e.g., correlation)
– Difference Tests
 Force Field Analysis

• Developed by Kurt Lewin

• Used to assist in solving problems &
planning change
• Force is used as a metaphor to
describe system influences
• ‘equilibrium’ between restraining &
driving forces
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

 Force Field Analysis

• Provides a bird’s eye view of issues

around a topic
• Simple structured & systemic process
of gathering ideas from a group of
people, analysing & feeding back
results
• Good basis for action planning
Feeding Back
Diagnostic
Information
 Learning Objectives

• To understand the importance of

data feedback in the OD process
• To describe the desired
characteristics of feedback content
• To describe the desired
characteristics of the feedback
process
Possible Effects of Feedback
Feedback occurs

No What is the direction

Change of the energy?
Energy to use
Energy Is energy created data to identify and
to deny or by the feedback? solve problems
fight data
Do structures and
Failure,
processes turn energy
Anxiety, frustration,
into action?
resistance, no change
no change
Change
 Determining the
Content of Feedback

• Relevant • Limited
• Understandable • Significant
• Descriptive • Comparative
• Verifiable • Unfinalised
• Timely
 Effective Feedback Meetings

• People are motivated to work with the

data
• The meeting is appropriately structured
• The right people are in attendance
– knowledge
– power and influence
– interest
• The meeting is facilitated
 Survey Feedback Process

• Members involved in designing the survey

• The survey is administered to the
organisation
• The data is analysed and summarised
• The data is presented to the stakeholders
• The stakeholders work with the data to
solve problems or achieve vision
 Limitations of Survey Feedback

• Ambiguity of Purpose
• Distrust
• Unacceptable Topics
• Organisational Disturbances
 NEXT WEEK

• A practitioner perspective on managing

change

• Reading: Chapter 10

• Additional reading: French & Bell (1999) Chapter

6; Senior (1997) Chapter 6