Collecting & Analyzing Diagnostic Information
Collecting & Analyzing Diagnostic Information
Collecting & Analyzing Diagnostic Information
Chapter 7
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.
Introduction
Organization development is vitally dependent on
organization diagnosis.
Organization Diagnosis is the process of collecting
information that will be shared with the client in jointly
assessing how the organization is functioning and
determining the best change intervention.
The quality of the information is a critical part of the OD
process.
Data collection involves gathering information on specific
organizational features, such as the inputs, design
components, and outputs.
The process begins by establishing an effective
relationship between the OD practitioner and those from
whom data will be collected and then choosing data
collection techniques.
The Diagnostic Relationship
In most cases of planned change, OD practitioners play an
active role in gathering data from organization members
for diagnostic purposes.
For example, they might interview members of a work team
about causes of conflict among members or they might survey
employees at a large industrial plant about factors contributing
to poor product quality.
Before collecting the diagnostic information, practitioners need
to establish a relationship with those who will provide it
and subsequently use it. Because the nature of that
relationship affects the quality and usefulness of the data
collected.
It is vital that OD practitioners clarify for organization
members who they are, why the data are being collected, what
the data gathering will involve, and how the data will be used.
The Diagnostic Relationship
Establishing the diagnostic relationship between the consultant
and relevant organization members is similar to forming a
contract.
It is meant to clarify expectations and to specify the conditions
of the relationship.
OD practitioners will need to establish a diagnostic contract
as a prelude to diagnosis.
The answers to the following questions provide the substance
of the diagnostic contract:
The Diagnostic Relationship Contract
Questions
• 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?
Three Goals of Data Collection
Careful attention for establishing the diagnostic relationship
helps to promote the three goals of data collection.
Core Activities
a. Content Analysis:
content analysis attempts to summarize comments into
meaningful categories. When done well, a content analysis can
reduce hundreds of interview comments into a few themes that
effectively summarize the issues or attitudes of a group of
respondents. The process of content analysis can be quite formal, and
specialized references describe this technique in detail.
Qualitative Tools
b. Force-field analysis:
Kurt Lewin’s three-step model of change is called force-field
analysis.
Force-field analysis method organizes information
pertaining to organizational change into two major
categories: forces for change and forces for maintaining the
status quo or resisting change.
Force-Field Analysis of Work Group
Performance
Forces for Change Forces for Status Quo
Desired Performance
Current Performance
Better raw materials Fear of change