PART 1: DATA FEEDBACK

• “The check on how successful we have been in transferring our messages as originally intended. It determines whether understanding has been achieved” (Robbins & Judge, 2009, p. 387).

• “The degree to which, carrying out the work activities required by the job, results in the individual obtaining direct and clear information about the effectiveness of his / her performance” (Robbins & Judge, 2009, p. 251).

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• ALSO KNOWN AS FEEDING BACK DATA (DIAGNOSTIC INFORMATION)

• THE RE-PRESENTATION OF FEEDBACK DATA TO THE CLIENT

• DONE BY THE ORGANISATION DEVELOPMENT (OD) PRACTITIONER

• THE ORGANISATION AND PRESENTATION OF THE DATA COLLECTED VIA

FEEDBACK TO THE CLIENT

• IN ORDER FOR AN ORGANISATION TO SURVIVE IT MUST ADAPT TO CHANGE AND EMBRACE THE PROCESS OF CHANGE WITHIN ITSELF.

• IN ORDER FOR THE ORGANISATION TO SEE THE NECESSITY FOR THIS CHANGE THEY OFTEN REQUIRE PROOF THAT THIS CHANGE IS NECESSARY

• DATA FEED BACK PROVIDES EMPIRICAL EVIDENCE FOR THE CASE OF CHANGE

Energy to usedata to identify

andsolve problems

Is the energy createdby the feedback?

What is the direction of the

feedback? Do structures and

processes turn energy

into action?

Energyto deny orfight data

IN ORDER FOR FEEDBACK TO BE EFFECTIVE IT MUST BE :•RELEVANT• ONCE THE INFORMATION IS DEEMED MEANINGFUL BY THE

ORGANISATION IT IS MORE LIKELY TO BE USED•UNDERSTANDABLE• THE FEEDBACK DATA BUST BE ORGANISED IN SUCE A AWY AS

TO ENABLE EASE OF UNDERSTANDING AND INTERPRETATION•DESCRIPTIVE• PRACTICAL RELATION OF THE DATA WILL AROUSE DIRECT

ENERGY FOR CHANGE AND MAKES THE DATA ‘REAL’ TO THOSE PRESENTED

•VERIFIABLE• THE INFORMATION PRESENTED MUST BE ACCURATE AND GIVE A

DISTINCTLY CLEAR PICTURE. THIS WILL HELP TO GUIDE ACTION

• TIMELY• THE TIMING OF DATA PRESENTED IS VERY IMPORTANT.• VERY LITTLE DELAY BETWEEN COLLECTION, PROCESSING AND

PRESENTING DATA• LIMITED

• INFORMATION SHOULD BE CONCISE AND PRECISE• SIGNIFICANT

• INFORMATION PRESENTED SHOULD BE LIMITED TO PROBLEMS THAT CAN BE SOLVED – ENERGY TO REALISTIC ACTION

• COMPARATIVE• INFORMATION MUST HAVE A BENCHMARK FOR REFERENCE – EG.

THEN VS. NOW, THIS VS. THAT – GROUP IN BROADER CONTEXT• UNFINALISED

• SHOULD SPUR DISCUSSION ACTION AND FURTHER DIAGNOSIS &PROBLEM SOLVING.

• DATA IS ONLY STARTING POINT FOR DEEPER DISCUSSION OF ORG. ISSUES.

PART 2:FEEDBACK PROCESS

Feedback ProcessContext

Meetings

AimDiscuss dataDraw conclusionsGenerate action plans

ObjectiveClient’s ownership of the data

Acceptance of change Willingness to bear responsibility

Feedback Process Cont’dFeelings

AnxietyFearStimulationHope for change

OD Practitioner/ ConsultantFacilitator/ Guide

Constructive discussion Effective problem solving Motivate change

5 Features for Successful Feedback

Feedback Process- Techniques/ ToolsSurvey Feedback

Questionnaire/ Survey Collecting and feeding back of data

Data analyzed Data used to diagnose, identify, or clarify issues and

problems. Data used to develop interventions Data used to assess attitudes Data used to solve differences.

Feedback Process- Techniques/ Tools Cont’dSteps

1. Members if the organisation, including those at the top are involved in preliminary planning of survey.

2. The survey instrument is administered to all members of the organisation or department.

3. The OD practitioner/ consultant usually analyzes the survey data, tabulates the results, suggests approaches to diagnosis, and trains client members to lead the feedback process.

4. Data feedback usually begins at the top of the organisation and cascades downward to groups reporting to managers at successively lower levels.

5. Feedback meetings provide an opportunity to work with the data.

Feedback Process- Techniques/ Tools Cont’dFeedback Survey Limitations

Ambiguity of purposeDistrustUnacceptable topicsOrganisational disturbances

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