An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 1 Learning Objectives (part 1 of 2) Identify system parameters. Recognize symptoms, problems, and causes of ineffectiveness. Recognize techniques for gathering information.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 2 Learning Objectives (part 2 of 2) Describe major diagnostic models and techniques used in OD programs. Apply systematic diagnosis to organizational situations.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 3 Figure 5.1 Stage 3 of ODs 5 Stages
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 4 Diagnosing Problem Areas (part 1 of 2)
Identification of areas for improvement.
Assess current performance and desired level of quality. Provides information that allows for faster-reacting organization.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 5 Diagnosing Problem Areas (part 2 of 2)
Analyzes data on organizations:
Structure. Administration. Interaction. Procedures. Interfaces. Other elements.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 6 What is Diagnosis? Systematic approach to understand present state of organization. Specifies nature of problem and causes. Provides basis for selecting strategies. Involves systematic analysis of data.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 7 Critical Issues in Diagnosis Simplicity. Primary factors. Visibility. Measure whats Involvement. important. Sense of urgency.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 8 The Process Diagnosis is cyclical process involving:
Data gathering. Interpretation.
Identification of Potential action problem areas. programs.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 9 Steps in Diagnosis (part 1 of 2) Step 1: Tentative problem identified. Step 2: Collect data. Step 3: Analyze data. Step 4: Feedback data. Step 5: More data needed?
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 10 Steps in Diagnosis (part 2 of 2) Step 6: Problem areas identified. Step 7: Is client motivated? Step 8: Diagnosis and work on problem. Step 9: Monitor and assess results.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 11 Figure 5.2 The Diagnostic Process
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 12 Performance Gap Difference between what organization could do and what organization is doing.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 13 Figure 5.3 The Performance Gap
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 14 Self-Assessment Gap Analysis of Four Key Areas Organizations strengths. What can be done to take advantage of strengths. Organizations weaknesses. What can be done to alleviate weaknesses.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 15 Data-Collection Process Data is an aggregation of: Signs. Statistics. Signals. Opinions. Clues. Assumptions. Facts.
Information is data that have form and
structure. An Experiential Approach to Organization Development 8 th edition Chapter 5 Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 16 Data Collection Stages (part 1 of 4) 1. Definition of objectives. 2. Selection of factors. 3. Selection of data-gathering method.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 17 Data Collection Stages (part 2 of 4) Stage 1: Definition of Objectives Define objectives of change program. Identify preliminary diagnosis and further information required.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 18 Data Collection Stages (part 3 of 4) Stage 2: Selection of Key Factors Identify central variables. May be necessary to increase range and depth of data.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 19 Data Collection Stages (part 4 of 4) Stage 3: Selection of Data-Gathering Method Selection of one or more methods. Nature of the problem helps determine method. Variety of methods may be used.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 20 Types of Data-Gathering Methods (part 1 of 3) 1. Secondary sources. Organization and industry data. 2. Employee surveys or questionnaires. Useful with a large number of people. Data may lack richness.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 21 Types of Data-Gathering Methods (part 2 of 3) 3. Sociogram. Visual method of recording and analyzing preferences in a group. Each member represented by circle. Communication represented by arrows indicating direction of choice.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 22 Figure 5.5 Example of Sociogram
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 23 Types of Data-Gathering Methods (part 3 of 3) 4. Direct observation. Observing how people go about tasks. 5. Interviews. Direct, personal, and flexible. One of most widely used methods. Directed interview. Nondirected interview. An Experiential Approach to Organization Development 8 th edition Chapter 5 Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 24 Implementation of Data Collection Decide from whom data will be obtained. Select appropriate technique. Implement data-collection program.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 25 Analysis of Data Techniques used to analyze data. Dictated by method used to gather data. Type of analysis decided prior to data collection.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 26 Guidelines for Evaluating Effectiveness of Data Collection Validity of data. Time to collect data. Cost of data collection. Organization culture and norms. Hawthorne effect in data collecting.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 27 Diagnostic Models Models may be used to: Analyze structure, culture, and behavior of organization. Models play a critical role. Provide conceptual framework to understand organization.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 28 Types of Diagnostic Models Differentiation-integration model. Sociotechnical systems. Force-field analysis.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 29 Differentiation-Integration Model (part 1 of 3) Stresses sound analytical diagnosis. Used for interdepartmental issues. Collects data on activities, interactions, and norms. Objective is to help departments achieve integration.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 30 Differentiation-Integration Model (part 2 of 3) Steps in implementation of model: Begins with study of degree of differentiation between units. Then analyzes integration and cooperation required between units. Provides a basis for structural and cultural changes in departments.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 31 Differentiation-Integration Model (part 3 of 3) Examines work units using 4 characteristics of environment: Degree of departmental structure. Time orientation of members. Interpersonal orientation of members toward others. Members orientation toward goals.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 32 Table 5.1 Example of Survey Results Using the Differentiation-and-Integration Model
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 33 Sociotechnical Systems Model Two interrelated systems in organization: Social system. Technical system. The 2 systems are interrelated. Diagnosis determines: Interrelationships. Type of feedback required between subsystems. An Experiential Approach to Organization Development 8 th edition Chapter 5 Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 34 Force-Field Analysis Model (part 1 of 2)
Behavior balance between opposing
forces. Restraining forces. Act to keep organization stable. Driving forces. Act to change organization.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 35 Force-Field Analysis Model (part 2 of 2)
When forces equal, organization in
quasi-stationary state of equilibrium. Analysis determines forces to increase or decrease.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 36 Figure 5.6 Force-Field Analysis Model
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 37 Figure 5.7 Example of the Use of Force-Field Analysis
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 38 Warning Signs in Diagnosis Confidentiality of data. Over-diagnosis. Crisis diagnosis. Threatening and overwhelming diagnosis. Practitioners favorite diagnosis. Diagnosis of symptoms, not problems. An Experiential Approach to Organization Development 8 th edition Chapter 5 Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 39 OD Application Performance Gap at eBAY eBays business model was: Auction of merchandise on Internet. Has no warehouses, does not take possession of merchandise. Revenue comes from listing fees, advertising, and PayPal. Revenue and profit down substantially. An Experiential Approach to Organization Development 8 th edition Chapter 5 Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 40 eBay now gathers data to learn about customers. Data showed strategy of on-line auctions obsolete. Now focuses on fixed price sales of: Collectables, overstocked items, and last years models. But business continues to fall short of expectations.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 41 OD Application Data Collection and Diagnosis at McDonalds In 02 McDonalds identified a problem based on earnings and profitability. Lack of data on customers prevented identifying problem. In 03 adopted system to gather data over long term. An Experiential Approach to Organization Development 8 th edition Chapter 5 Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 42 Data obtained from: Mystery diners who graded stores. In-depth interviews with customers. Data analysis showed solution: Deliver better experience for customers. Solution included better food and more choices. Coffee station part of solution: Increase traffic at existing stores. Bring in customers at non-dinner hours. An Experiential Approach to Organization Development 8 th edition Chapter 5 Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 43 Key Words and Concepts Clique. In a sociogram, when 3 or more persons select one another. Closed questions. Specific questions normally answered yes or no. Data. Unstructured, unformed facts. An Experiential Approach to Organization Development 8 th edition Chapter 5 Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 44 Diagnosis. Analysis of problem(s). Diagnostic models. Provide conceptual framework to understand organization. How well they function as a system. Differentiation and integration model. Diagnostic model that stresses analytical diagnosis as basis for planned change.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 45 Directed interview. Interview in which specific information is sought. Driving forces. Put pressure on organization to change. Equilibrium. Restraining and driving forces for change being equal or in balance.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 46 Force-field analysis model. Weighs forces for and against change. Hawthorne effect. Act of observing may influence behavior of those being investigated. Information. Data that has structure and form. Isolates. In a sociogram, individuals within group who are chosen rarely by others. An Experiential Approach to Organization Development 8 th edition Chapter 5 Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 47 Mutual choice. In a sociogram, when individuals within group choose one another. Nondirected interview. Interview direction is chosen by respondent. One-way choice. In a sociogram, when individual in group chooses another but not chosen in return.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 48 Open-ended questions. Allows respondent to be unrestrained and to direct interview. Performance gap. Difference between desired and actual performance. Questionnaires. Method of gathering data. Normally used for large number of responses.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 49 Restraining forces. Forces that act to keep organization stable. Sociogram. Diagram of relationships and interactions within group. Sociometric approach. Technique for collecting quantitative data on work groups. Result of approach is sociogram.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 50 Sociotechnical systems model. Determines how social and technological systems interrelate. Describes feedback between subsystems. Stars. Those highly chosen individuals in a sociogram. Surveys. Method of gathering data normally used for large number of responses.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 51 OD Skills Simulation 5.1 The Acquisition Decision Purpose. To experience and observe how information affects team decision making. Will allow you to experience and observe: How team members share task information. How various problem-solving strategies influence results. How collaboration and competition affect team problem solving. An Experiential Approach to Organization Development 8 th edition Chapter 5 Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 52 Preparations for Next Chapter Read Chapter 6. Prepare for OD Skills Simulation 6.1. Complete Step 1. Read the Company Situation. Read and analyze Case: The Hexadecimal Company.
An Experiential Approach to Organization Development 8 th edition Chapter 5
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 53 An Experiential Approach to Organization Development 8 th edition Chapter 5 Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Slide 54