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Organizational Design, Diagnosis, and Development

Organizational Design, Diagnosis, and Development. Session 13 Organizational Diagnosis, III Survey Feedback & Design of Interventions. Objectives. To understand how data collection and feedback can be used to change behavior in organizations To examine the data collection - feedback cycle

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Organizational Design, Diagnosis, and Development

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  1. Organizational Design, Diagnosis, and Development Session 13 Organizational Diagnosis, III Survey Feedback & Design of Interventions

  2. Objectives • To understand how data collection and feedback can be used to change behavior in organizations • To examine the data collection - feedback cycle • To consider steps in feed back data • To survey various interventions and data needed for their design

  3. MEASUREMENT GENERATES ENERGY • Focuses energy on area of data collection • Sanctions and rewards are implied • Evaluation enhances performance • Explicit rewards may be offered • Measurement can be counter productive • leads to inaccurate or no information • leads to misdirected energy

  4. FEEDBACK • Defined -- information regarding actual performance or the results of the activities of a system. • Enables correction of errors • Not automatic in a social system • OD function can facilitate the feedback process

  5. HOW DATA COLLECTION EFFECTS BEHAVIOR power group’s involvement data collection perceived accuracy motivation perceptions of data productive behavior unproductive behavior

  6. FEEDBACK MODEL Input Process Output Feedback

  7. MOTIVATING EFFECTS OF FEEDBACK • Through disconfirmation • Through intrinsic reward expectations • Through external reward expectations • Through cueing • Through learning

  8. IMPLICATIONS FOR PRACTICE • Powerful groups need to be included and employees need to perceive this. • Data must not be used in a punitive fashion • Perception of data must be as accurate and valid • Feedback has to be used in a constructive fashion

  9. DATA COLLECTION FEEDBACK CYCLE • Planning to use data • Collecting data • Analyzing data • Feeding back data • Following - up

  10. EFFECTIVE FEEDBACK • Relevant • Understandable • Descriptive • Verifiable • Limited • Controllable • Comparative

  11. FEEDBACK MEETINGS • Process issues • Validating data • Accepting responsibility • Problem solving

  12. APPROACHES TO FEEDBACK MEETINGS • Family group • Survey guided • Subordinate group • Peer group • Intergroup

  13. EFFECTIVE INTERVENTIONS • Readiness for change • Capability for change • Cultural context • Abilities of the change agent

  14. HISTORICAL DATA • Background of the organization • Immediate circumstances of the problem

  15. STRUCTURAL DATA • Formal organization (chart, job descriptions • Goals • Tasks • Technology & environment • Financial & personnel information • Policies & procedures

  16. FUNCTIONAL DATA • Communication systems • Organizational knowledge -- how do you get it • Organizational culture & climate • Reward systems

  17. ATTITUDINAL DATA • Leadership • Coworkers • Customers • Work & Organization • Competition • Suppliers • Host community • Regulatory bodies

  18. RELATIONAL DATA • Time -- view of past, present, future • Meaning of work • Authority & power • Key people & groups

  19. STRATEGIC INTERVENTIONS • Necessary data • historic • structural • functional • attitudinal • relational

  20. TECHNO-STRUCTURALINTERVENTIONS • Necessary data • historic • structural • functional

  21. HUMAN RESOURCE INTERVENTIONS • Necessary data • functional • attitudinal • relational

  22. HUMAN PROCESS INTERVENTIONS • Necessary data • attitudinal • functional • relational

  23. Backwards & Forwards • Summing up - Today’s session reviewed how to use survey feedback to influence change and the techniques of collecting and feeding back survey data. As a preview for considering interventions, we examined appropriate data for varying types of interventions. • Looking ahead - Next time we consider the management of change.

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