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MQM 326

MQM 326. The Advice Business Chapter 11. Things to Consider. Expect Resistance Insist on gathering data though Establish Rapport Grant respect Maintain professional distance. Approaches to Data Gathering. Deductive Begin with hypothesis, Support or refute Heavy on quantitative

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MQM 326

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  1. MQM 326 The Advice Business Chapter 11

  2. Things to Consider • Expect Resistance • Insist on gathering data though • Establish Rapport • Grant respect • Maintain professional distance

  3. Approaches to Data Gathering • Deductive • Begin with hypothesis, Support or refute • Heavy on quantitative • Naturalistic • Make sense of the situiation from the participant’s point of view • Look for patterns, categories, dimensions • More qualitative in nature

  4. Data Collection Techniques • Interview • Unstructured • Single interviewer, little need for standardized questions • General to specific • Structured • Several interviewers, more than one site • No opportunity to explore unanticipated topics

  5. Questions • Make them value neutral • Keep them as open ended as possible • Make assumptions • Develop one idea at a time • Avoid jargon • Avoid closed ended questions

  6. The Interview Process • Establish rapport • Explain in broad terms the study • Describe how confidentiality is to be maintained • Questioning • Begin with non threatening questions • Keep all responses (verbal and nonverbal value neutral)

  7. The Interview Process • Probing • Nod your head, say “un-huh” • Ask follow up neutral questions • Make neutral comments • Pause, remain silent for more

  8. The Interview Process • Recording responses • Use respondents exact words, grammar, and colloquialisms • Use recording equipment when allowed • Fill in any note taking gaps immediately • Exiting • Thank them for their time and make sure they feel good about the process

  9. Interview Validity • Social Desirability • Particularly true with values and beliefs • Interviewer Bias • Your expectations • Your impressions • Rushing through the questions and forgetting to listen to answers.

  10. Interview Validity • Assuming an understanding • Lapsing into closed questions • Filling silence • Losing professional distance • Losing control of the interview

  11. Focus Groups • 7 to 10 people • Interact with each other as well as the interviewer • Conversation builds on itself

  12. Observation • Systemic • Deliberate, planned, organized, methodical • Non systemic • Participant-observer • Non participant-observer

  13. Types of Sampling Observations • Event Sampling • Chose location, time, what event, what activities • Time Sampling • Sample observations at regular intervals. • Not good for rarely occurring events

  14. Recording Observations • Narratives • Observations are recorded in descriptive terms • Interpretations can be difficult and engender disagreement among experts • Categories • Observations are classed into a finite set of predetermined categories, each limited in scope and fairly explicit

  15. Artifacts/Documents/Archives • Good tool for comparison with other methods.

  16. Questionnaires • Structured • Explicit • Consistent • However, design and implementation can be difficult

  17. Questionnaire Design • What questions to ask • What kind of information • Attitudes • Beliefs • Behaviors • Attributes

  18. Questionnaire Design 3. Writing the question • Sequencing the questions • Designing a cover letter • Identifying the sample • Piloting and revising the questionnaire • Administering the questionnaire

  19. Questionnaire Bias • Halo effect • Leniency/severity • Central Tendency

  20. Additional Considerations • Questionnaire formatting • Response rate • Validity and Reliability • Social Desirability

  21. The Advice Business • Chapter 12 • Interventions: Getting The Client To Change

  22. Intervention: A Definition • An action or series of actions aimed at individuals, groups, or entire organizations with the intent of changing current behavior or direction and, ultimately, improving some aspect or aspects of performance.

  23. Roadblocks For Change • The consultant’s expertise bias • The consultant’s limited expertise • The client’s pre-imposed boundaries around politically charged issues • The client’s inability to grasp ramifications

  24. Drivers For Change • Institutional Leadership • Articulate A Vision for Change • Set (and expect) expectations for change • Model the desired behavior • Recognize and reward behavior consistent with change • Engage in symbolic acts designed to support the change

  25. Drivers For Change • Management practices • Employees typically learn by watching their managers • Organizational context • Structure and systems support such as appraisal and reward systems must support change • Individual Behavior • Social norms need to also support change

  26. Involving Everyone! • Collaborative direction setting • Structural change and management process • Large-group engagement • Human resource processes

  27. Assessment • Communications • Measurement • Leadership behavior

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