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Organization Development and Change

Organization Development and Change. Chapter Seven: 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

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Organization Development and Change

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  1. Organization Development and Change Chapter Seven: Collecting and Analyzing Diagnostic Information Thomas G. Cummings Christopher G. Worley

  2. Learning Objectivesfor 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 (c)2005 Thomson/South-Western

  3. 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? Cummings & Worley, 8e (c)2005 Thomson/South-Western

  4. Data Collection - Feedback Cycle Core Activities Planning to Collect Data Collecting Data Analyzing Data Feeding Back Data Following Up Cummings & Worley, 8e (c)2005 Thomson/South-Western

  5. Sampling • Population vs. Sample • Importance of Sample Size • Process of Sampling • Types of Samples • Random • Convenience Cummings & Worley, 8e (c)2005 Thomson/South-Western

  6. 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 (c)2005 Thomson/South-Western

  7. 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 (c)2005 Thomson/South-Western

  8. 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 (c)2005 Thomson/South-Western

  9. 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 (c)2005 Thomson/South-Western

  10. Analysis Techniques • Qualitative Tools • Content Analysis • Force-field Analysis • Quantitative Tools • Descriptive Statistics • Measures of Association (e.g., correlation) • Difference Tests Cummings & Worley, 8e (c)2005 Thomson/South-Western

  11. Force-Field Analysis of Work Group Performance Forces for Change Forces for Status Quo Group performance norms New technology Better raw materials Fear of change Desired Performance Current Performance Member complacency Competition from other groups Well-learned skills Supervisor pressures Cummings & Worley, 8e (c)2005 Thomson/South-Western

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