W4D1 - Chapter 7: Data Gathering
DatDude
Anderson_5e_PPT_Ch08.PPTXChapter 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.”
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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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.”
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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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.”
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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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.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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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.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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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.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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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.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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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.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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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.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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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.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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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.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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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.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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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.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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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.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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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.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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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.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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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.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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Resistance (Block, 2000) (2 of 2)
Silence.
Intellectualizing.
Moralizing.
Compliance.
Methodology.
Pressing for solutions.
Anderson, Organizational Development, Fifth Edition. © SAGE Publications, 2020.
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