1. MATERI #5 Proses Diagnosa Informasi
MISBAHUDDIN AZZUHRI
SE. MM. CPHR®. CSRS®.

2. Learning Objectives
To understand the importance of diagnostic relationships in the OD process
To describe the methods for diagnosing and collecting data
To understand and utilize techniques for analyzing data
To understand the importance of data feedback in the OD process
To describe the desired characteristics of feedback content
To describe the desired characteristics of the feedback process

3. OD’s 5 Stages

4. Diagnosing Problem Areas (part 1 of 2)
Identification of areas for improvement.
Assess current performance and desired level of quality.
Provides information that allows for faster-reacting organization.

5. Diagnosing Problem Areas (part 2 of 2)
Analyzes data on organization’s
Structure.
Administration.
Interaction.
Procedures.
Interfaces.
Other elements.

6. What is Diagnosis?
Systematic approach to understand present state of organization.
Specifies nature of problem and causes.
Provides basis for selecting strategies.
Involves systematic analysis of data.

7. Critical Issues in Diagnosis
Simplicity
Visibility
Involvement
Primary factors
Measure what’s important
Sense of urgency
Critical Issues in Diagnosis

8. The Process Potential action programs. Data gathering.
Identification of problem areas.
Interpretation.
Potential action programs.

9. Steps in Diagnosis Step 1: Step 2: Step 3: Step 4: Step 5: Step 6:
Tentative problem identified
Step 2:
Collect data
Step 3:
Analyze data
Step 4:
Feedback data
Step 5:
More data needed
Step 6:
Problem areas identified
Step 7:
Is client motivated?
Step 8:
Diagnosis and work on problem
Step 9:
Monitor and assess results
Steps in Diagnosis

10. The Diagnostic Relationship
Who is the OD Practitioner?
Why is the practitioner here?
Who does the practitioner work for?
What does the practitioner want and why?
How will my confidentiality be protected?
Who will have access to the data?
What’s in it for me?
Can the practitioner be trusted?

11. Data Collection - Feedback Cycle
Planning to Collect Data
Collecting Data
Analyzing Data
Feeding Back Data
Following Up
Core Activities

12. Data Collection Signs Signals Clues Facts Statistics Opinions
Data is an aggregation of
Signs
Signals
Clues
Facts
Statistics
Opinions
Assumptions
Information is data that have form and structure.

13. Data Collection Stages
Definition of objectives.
Define objectives of change program.
Identify preliminary diagnosis and further information required.
Selection of factors.
Identify central variables.
May be necessary to increase range and depth of data.
Selection of data-gathering method.
Selection of one or more methods.
Nature of the problem helps determine method.
Variety of methods may be used.

14. Data Analysis Dictated by method used to gather data.
Techniques used to analyze data.
Dictated by method used to gather data.
Type of analysis decided prior to data collection.

15. 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

16. Sampling Population vs. Sample Importance of Sample Size
Process of Sampling
Types of Samples
Random
Convenience

17. Questionnaires Major Advantages Major Potential Problems
Responses can be quantified and summarized
Large samples and large quantities of data
Relatively inexpensive
Major Potential Problems
Little opportunity for empathy with subjects
Predetermined questions -- no change to change
Over-interpretation of data possible
Response biases possible

18. Interviews Major Advantages Major Potential Problems
Adaptive -- allows customization
Source of “rich” data
Empathic
Process builds rapport with subjects
Major Potential Problems
Relatively expensive
Bias in interviewer responses
Coding and interpretation can be difficult
Self-report bias possible

19. Observations Major Advantages Major Potential Problems
Collects data on actual behavior, rather than reports of behavior
Real time, not retrospective
Adaptive
Major Potential Problems
Coding and interpretation difficulties
Sampling inconsistencies
Observer bias and questionable reliability
Can be expensive

20. Unobtrusive Measures Major Advantages Major Potential Problems
Non-reactive, no response bias
High face validity
Easily quantified
Major Potential Problems
Access and retrieval difficulties
Validity concerns
Coding and interpretation difficultie

21. Qualitative Tools Analysis Techniques Quantitative Tools
Content Analysis
Force-field Analysis
Qualitative Tools
Descriptive Statistics
Measures of Association (e.g., correlation)
Difference Tests
Quantitative Tools

22. Force-Field Analysis of Work Group Performance
Current Performance
Desired Performance
Forces for Change
New Technology
Better Raw Materials
Competition from Other Groups
Supervisor Pressures
Forces for Status Quo
Group performance norms
Fear of change
Member complacency
Well-learned skills

23. Possible Effects of Feedback
Feedback occurs No
Change NO
Is the energy created
by the feedback?
YES
Energy
to deny or
fight data
Energy to use
data to identify and
solve problems
What is the direction
of the feedback?
Failure,
frustration,
no change
Do structures and
processes turn
Energy into action? NO
Anxiety,
resistance,
no change
YES
Change

24. Determining the Content of Feedback
Relevant
Understandable
Descriptive
Verifiable
Timely
Limited
Significant
Comparative
Unfinalized

25. The Performance Gap*
*) Difference between what organization could do and what organization is doing.

26. Self-Assessment Gap Analysis of 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

27. Effective Feedback Meetings
People are motivated to work with the data
The meeting is appropriately structured
The right people are in attendance
knowledge
power and influence
interest
The meeting is facilitated

28. Survey Feedback Process
Members involved in designing the survey
The survey is administered to the organization
The data is analyzed and summarized
The data is presented to the stakeholders
The stakeholders work with the data to solve problems or achieve vision

29. Limitations of Survey Feedback
Ambiguity of Purpose
Distrust
Unacceptable Topics
Organizational Disturbances

30. Case: OD Application Data Collection and Diagnosis at McDonald’s
In ‘02 McDonald’s identified a problem based on earnings and profitability.
Lack of data on customers prevented identifying problem.
In ‘03 adopted system to gather data over long term.
Data obtained from:
Mystery diners who graded stores.
In-depth interviews with customers.
Data analysis showed solution:
Deliver better experience for customers.

31. Managing Transitions | William Bridges
Ending, Losing, Letting Go
The Neutral Zone
The New Beginning

32. Perceptions of Change |H. Woodward

33. Next | Proses Perancangan Intervensi
MISBAHUDDIN AZZUHRI
SE. MM. CPHR®. CSRS®.