Presentation on theme: "Diagnostic Information"— Presentation transcript:
1 Diagnostic Information Feeding BackDiagnostic Information
2 Possible Effects of Feedback Feedback occursNoChangeNOIs the energy createdby the feedback?YESEnergy to usedata to identify andsolve problemsWhat is the direction of the feedback?Energyto deny orfight dataDo structures andprocesses turn energyinto action?Failure,frustration,no changeNOAnxiety,resistance,no changeYESChange
3 Determining the Content of Feedback RelevantUnderstandableDescriptiveVerifiableTimelyLimitedSignificantComparativeUnfinalized
4 RelevantOrganization members are likely to use feedback data for problem solving when they find the information meaningful. Including managers and employees in the initial data collection activities can increase the relevance of the data.
5 UnderstandableData must be presented to organization members in a form that is readily interpreted. Statistical data, for instance, can be made understandable through the use of graphs and charts.
6 DescriptiveFeedback data need to be linked to real organizational behaviors if they are to arouse and direct energy. The use of examples and detailed illustrations can help employees gain a better feel for the data.
7 VerifiableFeedback data should be valid and accurate if they are to guide action. Thus, information should allow organization members to verify whether the findings really describe the organization.
8 TimelyData should be fed back to members as quickly as possible after being collected and analyzed. This will help ensure that the information is still valid and is linked to members’ motivations to examine it.
9 LimitedBecause people can easily become overloaded with too much information, feedback data should be limited to what employees can realistically process at one time.
10 SignificantFeedback should be limited to those problems that organization members can do something about because it will energize them and help direct their efforts toward realistic changes.
11 ComparativeFeedback data can be ambiguous without some benchmark as a reference. Whenever possible, data from comparative groups should be provided to give organization members a better idea of how their group fits into a broader context.
12 UnfinalizedFeedback is primarily a stimulus for action and thus should spur further diagnosis and problem solving. Members should be encouraged, for instance, to use the data as a starting point for more in-depth discussion of organizational issues.
13 Effective Feedback Meetings People are motivated to work with the dataThe meeting is appropriately structuredThe right people are in attendanceknowledgepower and influenceinterestThe meeting is facilitated
14 Survey Feedback Process Members involved in designing the surveyThe survey is administered to the organizationThe data is analyzed and summarizedThe data is presented to the stakeholdersThe stakeholders work with the data to solve problems or achieve vision
15 Limitations of Survey Feedback Ambiguity of PurposeDistrustUnacceptable TopicsOrganizational Disturbances
16 Ambiguity of PurposeManagers and staff groups responsible for the survey-feedback process may have difficulty reaching sufficient consensus about the purposes of the survey, its content, and how it will be fed back to participants. Such confusion can lead to considerable disagreement over the data collected and paralysis about doing anything with them.
17 DistrustHigh levels of distrust in the organization can render the survey feedback ineffective. Employees need to trust that their responses will remain anonymous and that management is serious about sharing the data and solving problems jointly.
18 Unacceptable TopicsMost organizations have certain topics that they do not want examined. This can severely constrain the scope of the survey process, particularly if the neglected topics are important to employees.
19 Organizational Disturbance The survey-feedback process can unduly disturb organizational functioning. Data collection and feed back typically infringe on employee work time. Moreover, administration of a survey can call attention to issues with which management is unwilling to deal, and can create unrealistic expectations about organizational improvement.