W4D1 - Chapter 7: Data Gathering
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Anderson_5e_PPT_Ch07.PPTXChapter 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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