HUMSS 12

Community-Based Research / Research Project (RD03)

Group Activity: Sample Qualitative Data Coding and Analysis

Interview Questions:
Q1: How would you decide on suitable projects?
Q2: Do you have experience working from home and managing a remote team?
Q3: What motivates you to give your best to a project?
Q4: How do you communicate bad news with your team?

Interviewees:
A. chief executive of a local government unit
B. contractor in a local government unit
C. a non-government organization worker
D. a private institution employee

Responses:
Interviewee No. 1: chief executive of a local government unit

Q1. As the chief executive of a local government unit, deciding on suitable projects requires
a data-driven and collaborative approach. Firstly, gathering community input through
surveys, town halls, or focus groups is essential to understand the most pressing needs and
resident priorities. This citizen engagement ensures the projects we select directly address
the issues impacting their daily lives. Secondly, we must analyze data on demographics,
economic trends, and existing infrastructure. This data-driven approach allows us to
prioritize projects with the greatest potential impact and long-term sustainability.
Furthermore, collaborating with local businesses, NGOs, and experts facilitates the
development of cost-effective and innovative solutions. By combining community needs
with expert analysis and collaboration, we can select projects that truly improve the lives of
our constituents and propel our LGU towards a brighter future.

Q2. In today's digital age, I leverage technology and embrace remote work strategies.
Leading a geographically dispersed team requires strong virtual communication skills. I
prioritize clear and regular communication through video conferencing, online platforms,
and internal communication channels to keep everyone informed and engaged. Furthermore,
effective remote management hinges on empowering department heads and fostering a
culture of trust and accountability. I delegate tasks strategically, set clear goals, and utilize
project management tools to track progress and provide support, ensuring successful project
execution. Ultimately, my focus remains on achieving the LGU's overall goals. By
establishing clear objectives and performance metrics, I empower teams to operate remotely
while ensuring they deliver high-quality results that benefit our community.
 Q3. As the Chief Executive of a local government unit (LGU), several powerful forces
motivate me to give my best to every project. Firstly, there's the profound impact these
projects have on the lives of our residents. Knowing that improved infrastructure, better
access to services, or innovative community programs can directly enhance people's well-
being is a tremendous motivator. Secondly, the potential for long-term positive change fuels
my dedication. Successful projects can have ripple effects, fostering economic growth,
creating a more sustainable future, or attracting new opportunities for our LGU. Finally, the
collaborative spirit inherent in local government projects is deeply inspiring. Working
alongside passionate public servants, engaged citizens, and dedicated experts to bring a
vision to life creates a powerful sense of purpose and motivates me to give my all. In
essence, it's the combination of tangible impact, lasting change, and collaborative spirit that
drives me to relentlessly pursue the success of every LGU project.

Q4. As a Chief Executive in a local government unit (LGU), communicating bad news to
my team requires a transparent yet empathetic approach that fosters trust and maintains
morale. I would prioritize scheduling a town hall meeting or a dedicated address to ensure
everyone receives the information simultaneously. This fosters transparency and avoids
rumors. During the address, I would be clear and concise in explaining the situation,
avoiding sugarcoating or unnecessary delays. Transparency is crucial, but I would also
acknowledge the potential impact on the team and the community we serve. Demonstrating
empathy shows I understand the seriousness of the situation. Following the explanation, I
would provide context by outlining the factors leading to the bad news. Additionally, I
would explore potential solutions or mitigation strategies, even if they are still under
development. This demonstrates proactive leadership and a commitment to finding
solutions. I would encourage open dialogue by inviting questions and concerns from the
team. Addressing them honestly fosters trust and allows for a smoother transition.
Depending on the situation, I might offer additional resources or support systems to help the
team navigate the challenges ahead. By following this approach, I can ensure transparency
with the team while demonstrating empathy and a commitment to finding solutions together.
This approach also helps maintain trust and a sense of unity within the LGU during a
difficult time.

Interviewee No. 2: A contractor in a local government unit

Q1. As a contractor working within a local government unit (LGU), my approach to

identifying suitable projects focuses on alignment and expertise. Firstly, I closely monitor
the LGU's development plans and upcoming tenders. This ensures my company's skillset
and experience align with the types of projects the LGU prioritizes. Secondly, I actively seek
out opportunities where my company can excel. Analyzing project specifications allows me
to identify projects that match our strengths in terms of equipment, manpower, and past
experience. This targeted approach increases our chances of submitting competitive bids
while ensuring successful project completion within budget and timeline constraints.
Ultimately, by focusing on projects that align with the LGU's vision and our company's
capabilities, I can contribute to the success of essential infrastructure development within the
community.
Q2. As a contractor within a local government unit (LGU), my work style might differ
slightly from traditional office employees. However, my experience working remotely and
collaborating with the LGU team translates well to managing a remote team. Many aspects
of my work with the LGU, like project updates, clarification discussions, and progress
reports, happen remotely. I've become adept at utilizing video conferencing, online
document sharing platforms, and clear communication methods to ensure everyone stays
informed and the project moves forward smoothly. As a contractor, my success hinges on
delivering high-quality work within deadlines. This translates well to managing a remote
team. I understand the importance of setting clear expectations, outlining milestones, and
utilizing project management tools to track progress and hold everyone accountable, even in
a virtual setting. The nature of contract work often requires adjusting to different project
requirements and team dynamics. This experience has honed my ability to adapt my
communication and management style to best suit the needs of a remote team. While I
wouldn't directly manage LGU employees, my remote work experience with them, along
with my focus on deliverables and adaptability, demonstrates the skills necessary to
effectively lead a virtual team.

Q3. As a contractor working within a local government unit (LGU), two key factors
motivate me to give my best to every project. Firstly, a strong sense of professional pride
fuels my commitment to excellence. Delivering high-quality work that meets or exceeds
LGU expectations is paramount. Seeing a completed project that improves the community,
whether it's a new bridge, a public park, or a renovated school, brings a deep sense of
satisfaction. Secondly, building trust and fostering long-term relationships with the LGU
motivates me to excel. Exceeding expectations on a current project paves the way for future
opportunities and strengthens our collaborative partnership. Ultimately, my goal is to be
recognized as a reliable and dependable contractor, consistently delivering top-notch work
that benefits the LGU and the community it serves. This combination of professional pride
and relationship building keeps me motivated to bring my best effort to every LGU project.

Q4. As a contractor working within a local government unit (LGU), communicating bad
news to my team requires a direct and professional approach, while maintaining trust and a
positive working relationship with the LGU. I'd prioritize scheduling a dedicated in-person
meeting, or a video call if necessary, to discuss the situation directly. This shows respect for
the team and allows for focused communication. During the meeting, I'd be clear and
concise in explaining the bad news, avoiding sugarcoating or unnecessary delays.
Transparency is crucial, but I'd also be empathetic, acknowledging the potential impact on
the team's morale and workload. Following the explanation, I'd shift the focus towards
solutions. Depending on the nature of the bad news, I might propose adjustments to the
project timeline, explore alternative approaches within budget constraints, or brainstorm
solutions collaboratively with the team. Throughout the process, I'd encourage open
communication, actively listen to concerns, and address them honestly. Additionally, I'd
keep the LGU informed while maintaining clear boundaries about internal team
communication. Finally, I'd express my commitment to supporting the team as we navigate
this challenge together, offering resources or adjustments to workload as needed.
Interviewee No. 3: A worker in a non-government organization

Q1. As an NGO worker within the local government unit (LGU), selecting suitable projects
requires a multi-faceted approach that bridges community needs, LGU priorities, and our
organization's expertise. First, we actively engage with community members to understand
their most pressing social or environmental issues. This could involve conducting surveys,
hosting workshops, or collaborating with local leaders. By understanding these needs, we
can identify projects that align with our NGO's core mission and directly address the
community's challenges. Secondly, we must analyze the LGU's development plans and
identify areas of overlap between their goals and our proposed projects. Collaboration with
LGU officials is crucial to ensure our projects complement their existing strategies and
avoid duplication of efforts. Finally, we leverage our NGO's specific skills and experience to
develop impactful and sustainable solutions. This might involve utilizing our network of
volunteers, expertise in grant applications, or established partnerships with international
organizations. Through this comprehensive approach, we can identify projects that empower
communities, address social or environmental concerns, and contribute to the LGU's overall
development goals.

Q2. At my NGO, while the core mission might involve on-ground work, a significant
portion of our collaboration and project coordination happens remotely. For the past 10
years, I've thrived in this work-from-home environment. This has fostered strong
communication skills – I rely on clear email, video calls, and project management tools to
keep our geographically dispersed team aligned and on track. Furthermore, being part of a
remote team has strengthened my time management and organizational abilities. I can
effectively prioritize tasks, manage deadlines, and ensure individual contributions culminate
in a successful project, even without direct in-person oversight. In essence, although formal
remote team management might not be my direct title, my experience within a remote NGO
team has equipped me with the skills necessary to lead and collaborate effectively in a
virtual setting.

Q3. In my work with NGOs, two powerful forces consistently motivate me to give my best
to every project. First and foremost, it's the direct impact our projects have on the lives of
the people we serve. Witnessing firsthand how a new educational program empowers a
child, an environmental initiative improves living conditions, or a social justice campaign
brings about positive change rekindles my passion every single day. These tangible
improvements to people's well-being fuel a deep sense of purpose and motivate me to go the
extra mile. Secondly, the collaborative spirit within the NGO community is incredibly
inspiring. Working alongside dedicated staff, passionate volunteers, and fellow
organizations striving for a common goal creates a powerful sense of unity. Knowing that
our combined efforts can truly make a difference in the world motivates me to contribute my
best skills and unwavering commitment to every project. In essence, it's the combination of
witnessing positive change and being part of a dedicated team that keeps me driven to excel
in my work with NGOs.
 Q4. Delivering bad news within an NGO requires a sensitive and collaborative approach.
First, I'd schedule a team meeting to discuss the situation openly and honestly. Beforehand,
I'd prepare clear and concise information, avoiding sugarcoating or unnecessary delays.
During the meeting, I'd acknowledge the potential impact on our team and the beneficiaries
we serve. This empathy demonstrates respect and allows space for processing the news.
Next, I'd encourage open communication, inviting questions and concerns. Their input could
be valuable in navigating the situation or identifying potential solutions. Depending on the
nature of the bad news, I might outline alternative strategies or propose a brainstorming
session to explore next steps together. Finally, I'd emphasize continued support, ensuring
everyone has access to resources or emotional support they might need during this
challenging time.

Interviewee No. 4: a private institution employee

Q1. "While my role at a private company wouldn't involve directly choosing local
government projects, I understand the importance of a data-driven and collaborative
approach. Ideally, projects should address identified community needs, be feasible within
budget constraints, and offer a clear return on investment. Following these principles likely
involves gathering citizen input, analyzing data on demographics and infrastructure, and
collaborating with experts to develop cost-effective solutions."

Q2. While my current role at a private institution doesn't directly involve managing a remote
team, my experience working remotely for the past two years has equipped me with valuable
skills applicable to leading a virtual team. Effective communication is paramount in a
remote setting, and I've become adept at using email, instant messaging, and video
conferencing to keep colleagues informed and ensure project continuity. Furthermore,
working remotely necessitates strong time management. I've honed my ability to prioritize
tasks, meet deadlines, and maintain productivity independently. Moreover, this experience
has fostered self-motivation – I'm skilled at setting goals, staying focused, and taking
initiative without constant in-person supervision. Additionally, I'm familiar with project
management tools like [mention specific tools], which are essential for tracking progress and
collaborating effectively within a remote team. In essence, while I haven't directly managed
a remote team, my experience working remotely has instilled valuable skills that would
translate well into a leadership role.

Q3. While my role at a private institution focuses on ICT, I understand the importance of
delivering my best effort in any project I undertake. This drive stems from a few key factors.
Firstly, a strong sense of personal accountability motivates me. I take pride in the quality of
my work, and exceeding expectations on any project, regardless of its direct impact on local
government, brings a sense of accomplishment. Secondly, a well-executed project, even
within a private company, can have positive ripple effects. It could lead to client satisfaction,
improved internal processes, or even inspire collaboration with the public sector on future
projects with a wider impact. Finally, consistently delivering high-quality work establishes a
strong reputation. This translates well across different industries and fosters trust with
colleagues and potential future employers. In essence, even though I might not be directly
involved with local government projects, my dedication to excellence, awareness of
potential broader impact, and focus on building a strong reputation motivate me to give my
best in every project I undertake.

Q4. Delivering bad news to a team requires a balance of transparency and empathy. First, I
prioritize scheduling a dedicated meeting to discuss the situation directly. This shows
respect and allows for focused communication. During the meeting, I strive to be clear and
concise in explaining the situation, avoiding sugarcoating or unnecessary delays. While
honesty is crucial, I also aim to be empathetic, acknowledging the potential impact on the
team. Openly addressing their concerns and fostering a space for questions demonstrates
respect and allows for a smoother transition. Following the meeting, I ensure continued
communication, providing updates and outlining any support systems available to help the
team navigate the situation.