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 data collectionperceived accuracy power group’s involvement motivation perceptions of data productive behavior unproductive behavior

6. FEEDBACK MODEL InputProcessOutput 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-STRUCTURAL INTERVENTIONS 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.