Jinnee Yoo & Rachel BeckeADLT 610 – October 25, 2010

Distinguish Diagnosis and Discovery Distinguish Research and Action orientations◦ Competencies for Action approach

Block’s Discovery Model◦ Presenting Problem◦ Practice separating the technical problem from the

managerial problem Data Collection – “How To” The Interview◦ Peeling back the layers

It is comforting and what the client wants but diagnosis…

◦ Implies that there is a pill or treatment◦Reinforces that an engineering approach

to a living system is appropriate◦ Is about Research not Action

Research Approach Action Approach

Interest in EVERY and ALL factors impacting the problem

Comprehensiveness is essential

Organization does not need to be involved

Emphasis on objectivity and hard data to reduce bias

Neutral on whether organization approves outcomes

Interest in factors that the client controls

Comprehensiveness is not necessary

Client’s involvement at every step is essential

Bias is what is paid for: listen to gut and perceptions

Deep concern for how the client will react to recommendations

1. Focus on what the client can do next2. K.I.S.S.3. Nurture the client relationship4. Remember that data about how the

organization is currently functioning is valid and relevant

Goal: To help the clients help themselves.

Mobilize action Redefine the problem Identify both sides of the coin ◦ Technical problem AND Human problem

Why we are hired It is the pain point◦ What you hear about when the client first describes the

challenge or what isn’t working It is the mystery we are asked to solve It is only one side of the coin The flawless consultant’s role is to find a different

explanation for the pain and what is causing it.

You must “go there”◦ Be willing to get into the dirt and the personalities and the

politics◦ Be willing to listen to what is talked about at the water

cooler or in the restrooms (Remember to nurture the relationship though at

the same time!)

What was Mr. Kellogg’s presenting problem?

Could Susan and Jim have redefined the problem?

Break it down:◦ Technical/Business Problem◦ How the Problem was being Managed

Team into pairs or triads. Pick a functional area or profession that you are

familiar with, e.g. training & development, pharmacists, counselors.

Discuss technical problems that you’ve observed in this profession or area.

Pick one or two and then “think out loud” about what the accompanying managerial problems might have been.

Share.

Schein◦ Active Inquiry nurtures the client - to ensure the full story is

revealed ◦ Shift focus to issues other than what the client first reports (Type

II - Exploratory Diagnostic Inquiry) Cooperrider ◦ Problem focus metaphor encourages deficit terms◦ Shift from adaptive learning to generative learning

Block ◦ Shift from research to action, from machine to biological models,

from technical to human capacities

Collecting information. Assessing the organizational and managerial

climate. Dealing with the resistance. Interviews. Reducing the data Analyzing data

Interview Paper-and-pencil questionnaire Document analysis Direct observation Your own experience Self-discovery

1. Identifying the presenting problem 2. Deciding to proceed 3. Selecting dimensions 4. Deciding who will be involved 5. Selecting the data collection method 6. Collecting data

7. Funneling the data 8. Summarizing data 9. Analyzing data 10. Giving feedback 11. Giving recommendation 12. Making a decision 13. Implementation

It is OK to predefine the problem based on your background but keep listening…

Looking for data on organizational dimensions will help reveal the human problem◦ Objectives◦ Subgroups◦ Support◦ Evaluation◦ Authority and Power◦ Norms for Individual Behavior◦ Management Information

The interview as a Joint Learning Event

Responses to use in the interview 1. Restatement 2. Statement of your experience 3. Open-ended question 4. Hypothesis about the next layer

Top Layer: The presenting problem.

Second Layer: The person’s perceptions about how others are contributing to the problem.

Third Layer: How a person sees his/her own way of contributing to the problem.

* Note on the third layer

Top Layer◦ What is the technical or business problem you are

experiencing? Second Layer◦ What are others doing to cause or maintain the problem

at this current level of severity? Third Layer◦ What is your role? What are you doing to contribute to

the problem?

Goal: Get to “Enlightening and Actionable”

Observe how you are being managed Are you feeling…◦ Controlled?◦ Supported?◦ Railroaded?◦ Respected?

Be the change you wish to see◦ Encourage collaborative vs. one-way interactions