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Chapter 7: Data Gathering
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Data Gathering (1 of 3)
Argyris:
“Without valid information it would be difficult for the client to learn and for the interventionist to help . . . Valid information is that which describes the factors, plus their interrelationships, that create the problem for the client system.”
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Data Gathering (2 of 3)
Helps us work with the client on a valid fact-based diagnosis and develop a fact-based intervention to solve the problem.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Data Gathering (3 of 3)
Helps to distinguish between the presenting problem versus the underlying problem:
Distinction between the technical/business problem and the organizational and personal problem.
Understand how the problem is being managed.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Common Data Gathering Techniques
Interviews.
Focus groups.
Surveys.
Observation.
Unobtrusive measures.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Interviews (1 of 2)
Distinction between confidentiality and anonymity:
Confidential: No one will know what was said.
Anonymous: No one will know that it was you.
Emphasize interest in interviewee, not in one particular answer.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Interviews (2 of 2)
Use a partner—one asks, one writes.
Develop an interview guide—but let the conversation flow where it will.
Choice: Census vs. sampling.
Summary for client: Use of quotes?
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Focus Groups
Similar issues to interviews:
Confidentiality vs. anonymity.
Focused interview guide.
Facilitator and scribe.
Homogeneous vs. heterogeneous.
Watch for less vocal participants.
Audio or video recording.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Surveys
Combine with focus group before or after.
Census vs. sampling.
Anonymity of respondents.
Careful wording of questions.
Statistical accuracy; be careful as to how much statistical info to present to client.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Observations
Decision to share your identity/purpose?
Share ideas with a colleague to avoid bias or use two or more observers.
Amount and detail of note-taking in the moment vs. later on privately.
Audio or video recording.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Unobtrusive Measures (1 of 3)
Examples: Historical data, official documents, Web chat, discussion boards, databases, physical environment, language.
Usually already exist apart from the OD engagement.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Unobtrusive Measures (2 of 3)
Can be time- and resource-intensive; be careful to define what question you’re answering.
Can contradict or substantiate (validate) information obtained through other means.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Unobtrusive Measures (3 of 3)
Multiple interpretations: invite the client or organizational members to help explain what the data mean.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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How Do You Determine the Right Data-gathering Approach?
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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| Facts From Client’s Description of Problem | Possible Interpretation or Reason | Data Needed | Best-Suited Method |
| New employees do not process insurance claims as quickly as experienced employees. | Employees do not learn the process accurately. | Ask new employees about their orientation experience and training. | Interviews |
| Sales figures in Midwest are significantly lower than east orWest regions. | Salespeople in Midwest make fewer sales than in other regions. | Gather revenue-per- employee data in each region for past three quarters. | Unobtrusive measures |
Table 7.2 Selecting a Data Gathering Approach
Table 7.2: Selecting a Data Gathering Approach.
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Choosing the Right Strategy (1 of 2)
All methods of data gathering have advantages and disadvantages. How to choose?
Investment required: time and money.
Access.
Relevance.
Accuracy.
Flexibility.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Choosing the Right Strategy (2 of 2)
“Select a method that fits with the time available, the motivation of the client, and the severity of the problems. Don’t overinvest.” (Peter Block, Flawless Consulting)
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Chapter 8: Diagnosis and Feedback
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Diagnosis (1 of 3)
Discovery, dialogue, analysis, interpretation: All different terms for describing “what’s going on here.”
An ongoing process of making sense of the data.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Diagnosis (2 of 3)
Data Analysis: Deductive, Inductive, and Statistical:
Deductive: Analysis conducted generally using a model such as the Burke-Litwin, Nadler-Tushman, or Weisbord models, sorting data into preexisting categories.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Diagnosis (3 of 3)
Data Analysis: Deductive, Inductive, and Statistical:
Inductive: Analysis conducted developing categories from the data, using the analysts’ own labels.
Statistical: Analysis conducted using established statistical tests and techniques, often with the assistance of computer software.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Deductive Analysis Example Using Weisbord’s Six Box Model (1 of 4)
Relationships:
“All the people I deal with are intelligent, willing to work together.” “All of us consciously see ourselves as one team.” “There is a healthy tension between global and regional teams; we work very well.”
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Deductive Analysis Example Using Weisbord’s Six Box Model (2 of 4)
Leadership:
“Sometimes problems with communication and timing with global partners. Sometimes global partners communicate something, but it gets lost in the day to day shuffle of everything going on.” “Cross team communication could work a bit better.”
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Deductive Analysis Example Using Weisbord’s Six Box Model (3 of 4)
Helpful Mechanisms:
“We have moved away from the old systems and moved into the new models.” “Quality of our reporting technology has improved immensely.” “Every week we’re adding new technical capability.”
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Deductive Analysis Example Using Weisbord’s Six Box Model (4 of 4)
Purposes:
“The new service model is going to impact the way that the business is structured; a lot more of our delivery will be done remotely.”
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Inductive Analysis (1 of 2)
Identifies key themes from the data:
More than one comment about an idea; repeated patterns.
The practitioner selects the language.
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Inductive Analysis (2 of 2)
Common mistakes include:
Too many categories (unwieldy, confusing).
Too few categories (too general: “leadership,” “communication”).
Advice: Develop headlines with supporting quotes.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Inductive Example: Goal, Role Alignment and Coordination (1 of 2)
Team members agree that coordination is required for goal achievement.
Some team members see misaligned or misunderstood priorities, but this is not universal.
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Team members agree that coordination is required for goal achievement: We’re joined at the hip on whether I can meet my goals.” “We all rely on each other to make the pieces work.”
Some team members see misaligned or misunderstood priorities, but this is not universal:
“I’ve never sensed that there’s an issue with alignment or understanding what the priorities are.”
“Do we disagree on what the priorities are? Absolutely.” “Having goals at the top that are aligned, I think we do, but how do those cascade among the groups and how do we have shared ownership of our common goals?”
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Inductive Example: Goal, Role Alignment and Coordination (2 of 2)
There is not a shared understanding of what happens within groups.
There are opportunities for the team to achieve better results.
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There is not a shared understanding of what happens within groups: “I don’t fully know what the people on [X’s] team are supposed to be doing.” “We don’t always know who to contact.” “I don’t know who in [Y’s team] is assigned to [area].” “The answer we get back is ‘not my job.’ All the people on my team are doing their job.”
There are opportunities for the team to achieve better results: “It feels like we could push the envelope right now.” “I would like to see us take some of the stuff that we continually fail on and tackle them one by one.” “We have been consistently not hitting goals for a while, at some point you have to be able to solve that problem. What do you do to get out of that hole?” “We’re missing an opportunity to collaborate in positive ways to do great things.”
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Giving Feedback: Preparation (1 of 2)
Frame the data:
Perceptions, concerns.
Identify repeated themes.
What to present: “Features of Energizing Data”:
Relevant to the problem.
Influenceable or manageable: Issues the client can change, wants to change.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Giving Feedback: Preparation (2 of 2)
What to present: “Features of Energizing Data”:
Descriptive rather than evaluative.
Selective: Narrow, not broad.
Sufficient and specific: “Communication” versus “meetings get off topic.”
Layers of the problem:
How it is presented, how others/client contribute, where it does/does not happen.
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Giving Feedback: The Meeting (1 of 3)
Remind the client of the contract and purpose of the data gathering.
Acknowledge and confirm the positive data.
Be specific (use examples).
Avoid blame, state issues and facts.
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Giving Feedback: The Meeting (2 of 3)
Avoid projecting your own feelings.
Confront the tough issues.
Watch your language: “You are,” “Why do you..?”
Evaluative: weak, strong, indecisive, incompetent…
Safer: Effective, ineffective, working, not working.
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Giving Feedback: The Meeting (3 of 3)
Listen, allow the client to process.
Be willing to change the interpretation … to some extent:
What client will accept, resist.
Data or interpretation could be wrong.
Come to agreement on the meaning of the data and next steps: Engage the client to take action.
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Resistance (1 of 2)
Resistance is a label we apply from our own frame of reference.
Change agents can contribute to the very resistance they are trying to avoid.
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Resistance (2 of 2)
Resistance has positive benefits:
Can clarify purpose.
Keeps the change conversation going.
Can enhance the quality of the change.
Can provide additional data.
Can build commitment.
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Resistance: Why, and What to Do (1 of 3)
Why do clients resist?
In the problem or solution, there is some difficult reality that the client has had a hard time seeing and confronting.
Much resistance has as its core either control or vulnerability.
“No, I do not choose to go forward” is not resistance.
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Resistance: Why, and What to Do (2 of 3)
The skill in dealing with resistance is to:
Be able to identify when resistance is taking place.
View resistance as a natural process and a sign that you are on target.
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Resistance: Why, and What to Do (3 of 3)
The skill in dealing with resistance is to:
Support the client in expressing the resistance directly.
Not take the expression of the resistance personally or as an attack on you or your competence.
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Dealing With Resistance (1 of 2)
Identify in your own mind what form the resistance is taking. The skill is to pick up the cues from the client and then, in your head, to put some words on what you see happening.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Dealing With Resistance (2 of 2)
State, in a neutral, nonpunishing way, the form the resistance is taking. This is called naming the resistance. The skill is to find the neutral language.
Be quiet. Let the client respond to your statement about the resistance.
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Resistance (Block, 2000) (1 of 2)
Give me more detail.
Flood you with detail.
Time.
Impracticality.
I’m not surprised.
Attack.
Confusion.
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Resistance (Block, 2000) (2 of 2)
Silence.
Intellectualizing.
Moralizing.
Compliance.
Methodology.
Pressing for solutions.
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