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Chapter 5

Chapter 5. The Diagnostic Process. Learning Objectives (part 1 of 2). Identify system parameters and recognize symptoms, problems, and causes of organizational ineffectiveness. Recognize techniques for gathering information from client systems. Learning Objectives (part 2 of 2).

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Chapter 5

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  1. Chapter 5 The Diagnostic Process An Experiential Approach to Organization Development 7th edition

  2. Learning Objectives (part 1 of 2) • Identify system parameters and recognize symptoms, problems, and causes of organizational ineffectiveness. • Recognize techniques for gathering information from client systems. An Experiential Approach to Organization Development 7th edition

  3. 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 7th edition

  4. Data Mining at McDonald’s?(part 1 of 2) McDonald’s has new method of gathering data from customers. Sends mystery-diners to restaurants. Collects data useful to individual store. Evaluators trained so there was consistency in grading. An Experiential Approach to Organization Development 7th edition

  5. Data Mining at McDonald’s?(part 2 of 2) Stores evaluated every six months. Simultaneously conducts in-depth interviews with repeat customers. An Experiential Approach to Organization Development 7th edition

  6. Diagnosing Problem Areas(part 1 of 2) Identification of areas for improvement. Assess organization’s current performance and desired level of quality. An Experiential Approach to Organization Development 7th edition

  7. Diagnosing Problem Areas(part 2 of 2) Provides information that allows for faster-reacting organization. Analyzes data on structure, administration, interaction, and other elements. An Experiential Approach to Organization Development 7th edition

  8. What is Diagnosis? A systematic approach to understand present state of organization. Specifies nature of problem, causes, and provide basis for selecting strategies. Involves systematic analysis of data. An Experiential Approach to Organization Development 7th edition

  9. Simplicity. Visibility. Involvement. Primary factors. Measure what’s important. Sense of urgency. Critical Issues in Diagnosis An Experiential Approach to Organization Development 7th edition

  10. The Process Diagnosis is cyclical process involving: Data gathering. Identification of problem areas. Interpretation. Potential action programs. An Experiential Approach to Organization Development 7th edition

  11. 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 7th edition

  12. Steps in Diagnosis (part 2 of 2) Step 6: Problems 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 7th edition

  13. Figure 5.1The Diagnostic Process An Experiential Approach to Organization Development 7th edition

  14. Performance Gap Difference between what organization could do and what organization is doing. An Experiential Approach to Organization Development 7th edition

  15. Self-Assessment Gap Analysisof Four Key Areas • Organization’s strengths. • What can be done to take advantage of strengths. • Organization’s weaknesses. • What can be done to alleviate weaknesses. An Experiential Approach to Organization Development 7th edition

  16. Figure 5.2The Performance Gap An Experiential Approach to Organization Development 7th edition

  17. OD in Practice:Diagnosis For Kodak (part 1 of 3) Kodak is attempting to transform to cutting edge of digital revolution. Kodak surveyed managers. Rearranged business in late 1990s. Limited in its scope and of little benefit. An Experiential Approach to Organization Development 7th edition

  18. OD in Practice (part 2 of 3) Kodak known to favor caution over risk-taking. Kodak is chemical company that must transform into electronics company. Electronics highly competitive and Kodak has little experience with electronics. An Experiential Approach to Organization Development 7th edition

  19. OD in Practice (part 3 of 3) New products and change. Kodak focuses attention on nonconsumer applications. • Experiencing strong growth. • New managers have proven track records. An Experiential Approach to Organization Development 7th edition

  20. Data-Collection Process Data is an aggregation of: Statistics. Opinions. Assumptions. Signs. Signals. Clues. Facts. Information is data that have form and structure. An Experiential Approach to Organization Development 7th edition

  21. Data Collection Stages (part 1 of 4) • Definition of objectives. • Selection of factors. • Selection of data-gathering method. An Experiential Approach to Organization Development 7th edition

  22. Data Collection Stages (part 2 of 4) Definition of Objectives Define objectives of change program. Identify preliminary diagnosis and further information required. An Experiential Approach to Organization Development 7th edition

  23. Data Collection Stages (part 3 of 4) Selection of Key Factors Identify central variables. May be necessary to increase range and depth of data. An Experiential Approach to Organization Development 7th edition

  24. Data Collection Stages (part 4 of 4) Selection of Data-Gathering Method Selection of one or more methods of gathering data. Nature of the problem helps determine method. Variety of methods may be used. An Experiential Approach to Organization Development 7th edition

  25. Types of Methods (part 1 of 4) • Secondary sources. • Organization and industry data. • Employee surveys or questionnaires. Useful with a large number of people. Data may lack “richness.” An Experiential Approach to Organization Development 7th edition

  26. Types of Methods (part 2 of 4) 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 7th edition

  27. Figure 5.3Sociogram An Experiential Approach to Organization Development 7th edition

  28. Types of Methods (part 3 of 4) • Direct observation. Observing how people go about tasks. • Interviews. One of most widely used methods. Direct, personal, and flexible. An Experiential Approach to Organization Development 7th edition

  29. Types of Methods (part 4 of 4) • Directed interview. • Open-ended questions. • Closed questions. • Nondirected interview. An Experiential Approach to Organization Development 7th edition

  30. Implementation ofData Collection Decide from whom data will be obtained. Select appropriate technique. Implement data-collection program. An Experiential Approach to Organization Development 7th edition

  31. Analysis of Data Techniques used to analyze data dictated by method used to gather data. An Experiential Approach to Organization Development 7th edition

  32. 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 7th edition

  33. Our Changing World:eBay, Center for Global Commerce (part 1 of 2) eBay has become marketplace of world. eBay driven by understanding data. CEO Whitman says, “If you can’t measure it, you can’t control it.” Understanding data is how eBay learns about its customers. An Experiential Approach to Organization Development 7th edition

  34. Our Changing World (part 2 of 2) Changes at eBay are like needle-moving. Make small changes to make small gains. Danger is that eBay becomes obsessed with data and measurements. “You have to be careful because you could measure too much,” Whitman says. An Experiential Approach to Organization Development 7th edition

  35. Diagnostic Models Of OD practitioners, 70% reported using a model to assist in identifying problems. Models may be used to analyze structure, culture, and behavior of organization. An Experiential Approach to Organization Development 7th edition

  36. Analytical Emergent-group behavior Management practitioner Sociotechnical systems Cause maps and social network analysis Force-field analysis Types of Diagnostic Models An Experiential Approach to Organization Development 7th edition

  37. Analytical Model Used for interdepartmental issues. Examines characteristics of departments. Objective to help departments achieve integration. An Experiential Approach to Organization Development 7th edition

  38. Table 5.1Orientation of Functional Departments An Experiential Approach to Organization Development 7th edition

  39. Emergent-Group Behavior Model Used to analyze interdependence of groups. Collects data on activities, interactions, and norms. An Experiential Approach to Organization Development 7th edition

  40. Basic planning. General business practices. Finance. Advertising and promotion. Market research. Personnel. Management Practitioner Model Six basic factors are analyzed: An Experiential Approach to Organization Development 7th edition

  41. Sociotechnical Systems Model Two interrelated systems in organization: Social system. Technical system. The 2 systems are interrelated. Diagnosis determines interrelationships and type of feedback required. An Experiential Approach to Organization Development 7th edition

  42. Cause Maps and Social Network Analysis Models Cause maps—mathematical representations of relationships among variables. Social network analysis—mathematical representation of individual and group. Analysis reveals important interdependencies. An Experiential Approach to Organization Development 7th edition

  43. Force-Field Analysis Model(part 1 of 2) Behavior balance between forces working in opposite directions. Restraining forces - act to keep organization stable. Driving forces - act to change organization. An Experiential Approach to Organization Development 7th edition

  44. 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 7th edition

  45. Figure 5.4Force-Field Analysis Model An Experiential Approach to Organization Development 7th edition

  46. Figure 5.5Example of Use of Force-Field Analysis An Experiential Approach to Organization Development 7th edition

  47. Red Flags in Diagnosis Confidentiality of data. Over diagnosis. Crisis diagnosis. Overwhelming diagnosis. Practitioner’s favorite diagnosis. Diagnosis of symptom. An Experiential Approach to Organization Development 7th edition

  48. Key Words and Concepts • Analytical model - Examines characteristics of departments. Objective to help departments achieve integration. • Cause maps - uses mathematical representations of causal relationships among variables. An Experiential Approach to Organization Development 7th edition

  49. Clique - in a sociogram, when three or more persons select one another. • Closed questions - specific questions normally answered yes or no. • Confidentiality - privileged communications that should not be divulged. An Experiential Approach to Organization Development 7th edition

  50. Data - unstructured, unformed facts. • Diagnosis - analysis of problem(s). • Directed interview - interview in which specific information is sought. • Driving forces - put pressure on organization to change. An Experiential Approach to Organization Development 7th edition

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