Chapter 4.ppt

Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 4
Slide 1
Chapter 4
Diagnostic Process

Chapter 4
Slide 2
Learning Objectives
• Identify system parameters and recognize the
symptoms, problems, and causes of
organizational ineffectiveness.
• Recognize the various techniques for
gathering information from client systems.
• Describe the major diagnostic models and
techniques used in OD programs.
• Apply a systematic diagnosis to organizational
situations.

Chapter 4
Slide 3
Figure 4.1
Stage 2 of OD’s 5 Stages
Cultural
Profiling

Chapter 4
Slide 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.

Chapter 4
Slide 5
Data Mining at McDonald’s?
(part 2 of 2)
Stores evaluated every six months.
Simultaneously conducts in-depth
interviews with repeat customers.

Chapter 4
Slide 6
Diagnosing Problem Areas
(part 1 of 2)
Identification of areas for improvement.
Assess organization’s current
performance and desired level of
quality.

Chapter 4
Slide 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.

Chapter 4
Slide 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.

Chapter 4
Slide 9
Critical Issues in Diagnosis
Simplicity.
Visibility.
Involvement.
Primary factors.
Measure what’s
important.
Sense of urgency.

Chapter 4
Slide 10
The Process
Diagnosis is cyclical process involving:
• Data gathering.
• Identification of
problem areas.
• Interpretation.
• Potential action
programs.

Chapter 4
Slide 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?

Chapter 4
Slide 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.

Chapter 4
Slide 13
Figure 5.1
The Diagnostic Process

Chapter 4
Slide 14
Performance Gap
Difference between what organization
could do and what organization is doing.

Chapter 4
Slide 15
Self-Assessment Gap
Analysis
of Four Key Areas
1. Organization’s strengths.
2. What can be done to take advantage
of strengths.
3. Organization’s weaknesses.
4. What can be done to alleviate
weaknesses.

Chapter 4
Slide 16
Figure 5.2
The Performance Gap

Experiential Approach to Organization Development 7th edition Chapter 4
Slide 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.

Chapter 4
Slide 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.

Chapter 4
Slide 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.

Chapter 4
Slide 20
Data-Collection Process
Data is an aggregation of:
• Statistics.
• Opinions.
• Assumptions.
• Signs.
• Signals.
• Clues.
• Facts.
Information is data that have form and
structure.

Chapter 4
Slide 21
Data Collection Stages (part 1 of
4)
1. Definition of objectives.
2. Selection of factors.
3. Selection of data-gathering method.

Chapter 4
Slide 22
4)
Definition of Objectives
Define objectives of change program.
Identify preliminary diagnosis and further
information required.

Chapter 4
Slide 23
4)
Selection of Key Factors
Identify central variables.
May be necessary to increase range and
depth of data.

Chapter 4
Slide 24
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.

Chapter 4
Slide 25
Types of Methods (part 1 of 4)
1. Secondary sources.
2. Organization and industry data.
3. Employee surveys or questionnaires.
Useful with a large number of people.
Data may lack “richness.”

Chapter 4
Slide 26
Sociogram
Visual method of recording and analyzing
preferences in a group.
Each member represented by circle.
Communication represented by arrows
indicating direction of choice.

Chapter 4
Slide 27
Figure 5.3
Sociogram

Chapter 4
Slide 28
• Direct observation.
Observing how people go about tasks.
• Interviews.
One of most widely used methods.
Direct, personal, and flexible.

Chapter 4
Slide 29
• Directed interview.
• Open-ended questions.
• Closed questions.
• Nondirected interview.

Chapter 4
Slide 30
Implementation of
Data Collection
Decide from whom data will be obtained.
Select appropriate technique.
Implement data-collection program.

Chapter 4
Slide 31
Analysis of Data
Techniques used to analyze data dictated
by method used to gather data.

Chapter 4
Slide 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.
(tendency for people to modify their behavior because they know
they are being studied)

Chapter 4
Slide 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.

Chapter 4
Slide 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.

Chapter 4
Slide 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.

Chapter 4
Slide 36
Types of Diagnostic Models
• Analytical
• Emergent-group
behavior
• Management
practitioner
• Sociotechnical systems
• Cause maps and social
network analysis
• Force-field analysis

Chapter 4
Slide 37
Analytical Model
Used for interdepartmental issues.
Examines characteristics of departments.
Objective to help departments achieve
integration.

Chapter 4
Slide 38
Table 5.1
Orientation of Functional Departments

Chapter 4
Slide 39
Emergent-Group Behavior
Model
Used to analyze interdependence of
groups.
Collects data on activities, interactions,
and norms.

Chapter 4
Slide 40
Management Practitioner
Model
• Basic planning.
• General business
practices.
• Finance.
• Advertising and
promotion.
• Market research.
• Personnel.
Six basic factors are analyzed:

Chapter 4
Slide 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.

Chapter 4
Slide 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.

Chapter 4
Slide 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.
Risk
Caution
Change/
stability

Chapter 4
Slide 44
(part 2 of 2)
When forces equal, organization in quasi-
stationary state of equilibrium.
Analysis determines forces to increase or
decrease.

Chapter 4
Slide 45
Figure 5.4

Chapter 4
Slide 46
Figure 5.5
Example of Use of Force-Field Analysis

Chapter 4
Slide 47
Red Flags in Diagnosis
Confidentiality of data.
Over diagnosis.
Crisis diagnosis.
Overwhelming diagnosis.
Practitioner’s favorite diagnosis.
Diagnosis of symptom.

Chapter 4.ppt

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