Chapter 5
The Diagnostic
Process
TEST QUESTIONS
True/False Questions
1. Organization diagnosis is a critical element in the OD process as it identifies the
specific interventions that the organization will undertake.
2. Diagnosis is usually described as a dynamic and somewhat sporadic process.
3. Organization development is a data-based activity.
4. The performance gap between the actual and desired state of an organization is
characterized by ineffective performance of one or more units of an organization.
5. An advantage to using the performance gap in diagnosing organization problems is
6. Data collection as a self-examination tool is a distraction to uncovering the “real”
organization diagnosis.
7. Data is information that has form, structure, and meaning.
8. The first and most obvious step in collecting data is to select a proper method.
9. After collecting data, the second step is to define the objectives of the change
program.
316
10. Questionnaires are useful in gathering data for quantitative analysis.
11. Sociograms indicate the interactions of isolates, cliques, and stars.
12. The use of interviews is a data-collection method that includes open-ended questions.
13. The interview method of gathering data has the advantage of allowing subjective
material to be gathered.
14. The OD practitioner must consider the quantity and the accuracy of information as
well as the cost and the time needed to collect that information.
15. The Hawthorne effect in data collection is more often observed in the utilization of
anonymous surveys and less likely observed in interviews.
16. The differentiation-and-integration model can help the accounting department and the
sales department within a company to understand why they have differences and can
assist them to develop better ways of working together.
17. In the Do-Nothing Corporation, the human resources department and the information
services departments are having difficulty implementing a computerized employee
services program. The Hawthorne diagnostic model can help the two departments
evaluate their OD program.
18. The state of quasi-stationary equilibrium is maintained by restraining forces and
driving forces that work in opposite directions.
19. At any given moment, an organization is in a state of equilibrium. Put differently, it
is balanced.
20. The area of confidentiality or privileged communications between client and
practitioner can be a critical problem.
21. The threatening or overwhelming diagnosis refers to one that is beyond the OD
practitioner’s skills or level of expertise.
317
Multiple-Choice Questions
22. A systematic approach to understanding and describing the present state of the
organization is _____.
a. information process
b. data collection
c. diagnosis
d. interviewing
e. surveys
23. In the model of planned change discussed in the text, _____.
a. external OD practitioners are not used
b. the practitioner generates change strategies based on his or her expertise
without input from organization members
c. institutionalizing the change is undesirable
d. a diagnostic step to define the problem is important
e. answers b and c
24. Key factors relevant to the diagnosis are _____.
a. separating fact from fiction
b. separating causes from symptoms
c. searching for underlying casual forces
d. all of the above
e. answers a and c
25. The data-collecting phase is most useful in _____
a. evaluating symptoms that are causing the problem(s)
b. identifying the current state of the organization
c. determining what changes need to be made
d. indoctrinating the OD practitioner
e. answers c and d
26. The purpose of the diagnostic phase is _____.
a. to provide a basis for selecting change strategies
b. to specify the nature of the exact problem
c. to identify underlying causal forces
d. all of the above
e. none of the above
318
27. The diagnostic process is _____.
a. performed exclusively by the OD practitioner
b. completely free of conflicts if performed properly
c. a systematic approach to understand the organization
d. none of the above
e. answers a and c
28. Ineffective change programs are usually the result of _____.
a. hostility among employees
b. inaccurate diagnosis
c. lack of authority
d. inadequate leadership
e. answers a and c
29. A preliminary diagnosis of possible problem areas _____.
a. allows the practitioner to gather relevant data
b. allows the practitioner to bypass determining the purpose of the data
c. alleviates the need for further data collection
d. none of the above
e. answers a and c
30. The purpose of the data-collection stage is _____.
a. taking a specific action
b. gaining more complete understanding so that corrective actions may be
undertaken with greater confidence
c. to collect data that will lead to the right diagnosis and specific action to
be taken
d. none of the above
e. answers b and c
31. The performance gap is the difference between _____.
a. actual and desired performance
b. employer and employee performance
c. present and past performance
d. present and anticipated performance
e. all of the above
32. The data-collection process involves _____.
a. an investigation to determine symptoms of ineffective performance
b. use of gap analysis to identify the steps in the OD program
c. beginning with an initial meeting with the client and continuing
throughout the OD program
d. the application of sociograms to evaluate highly differentiated and
integrated work units.
e. all of the above
319
33. A systematic and explicit approach to the data-collection process _____.
a. is normally not used in the problem-solving process
b. is an initial approach in the OD process
c. includes utilization of the inverse correlation model
d. will give a higher probability for success
e. none of the above
34. The organization often benefits indirectly from the data gathering phase in that
_____. a. members begin observing how things are currently being done
b. it promotes self-examination and assessment
c. members often decide that OD intervention is not needed
d. all of the above
e. answers a and b
35. In addition to “hard” data, the OD practitioner wishes to examine _____.
a. communication links between departments
b. distribution of power and status
c. common understanding of organizational goals and objectives
d. all of the above
e. none of the above
36. A secondary source of data would NOT include _____.
a. U.S. Census statistics
b. sales reports
c. employee surveys and questionnaires
d. accounting records
e. industry sales data released in trade publications
37. The data collected can include _____.
a. hard quantitative data
b. personal interpretations of observations
c. signals and clues
d. secondary sources and direct observation
e. all of the above
38. A method used to gather a large number of quantitative responses is _____.
a. data gathering
b. surveys and questionnaires
c. direct observation
d. department meetings
e. interviews
320
39. Questionnaires and surveys _____.
a. are a useful method of acquiring in-depth information
b. are often ambiguous, wordy, and redundant
c. will sometimes be answered falsely or not answered at all
d. must be followed by a survey to be effective
e. provide richness to the data that is missing in interviews
40. Highly chosen individuals in a sociogram are called _____.
a. a clique
b. mutual choices
c. stars
d. isolates
e. none of the above
41. The sociogram approach is useful in _____.
a. finding subgroups or cliques that are disruptive to organization efficiency
b. evaluating the social structure of an organization
c. drawing a diagram of the social and technological network of the
organization
d. identifying individuals who are informal leaders so that they may be
promoted to management
e. understanding communication patterns
42. Which of the following concepts is NOT part of a sociogram?
a. star
b. mutual choice
c. one-way choice
d. agent
e. isolate
43. Sociogram techniques may be useful because the techniques _____.
a. provide understanding into the informal structure of a group
b. provide a way to analyze data about preferences within a group
c. are helpful in finding out if there is a lack of group cohesion
d. help point out possible operating problems
e. all of the above
44. One of the most widely used data-gathering techniques in OD programs is _____.
a. nonobtrusive investigation of employee performance through such
methods as cameras
b. interviewing
c. sociotechnical instruments
d. force-field surveys
e. differentiation-and-integration data gathering
321
45. Which type of interview is given little guidance or direction by the interviewer?
a. nondirected
b. empirical
c. directed
d. closed
e. none of the above
46. In a nondirected interview _____.
a. specific questions are asked
b. specific questions are avoided
c. the interviewer gives little guidance
d. answers a and c
e. answers b and c
47. When gathering information within an organization, _____.
a. a decision will be made as to how much data is needed and from whom
b. a questionnaire is always used first followed by personal interviews
c. personal observations by the OD practitioner are rarely used
d. it is important for the OD practitioner to know each employee so that the
validity of the data can be measured
e. answers a and d
48. Criteria for consideration in the data-collecting phase include _____.
a. constraints of the organizational culture
b. timeliness in collecting
c. costs
d. all of the above
e. answers b and c
49. Individual and group performance that is influenced by the presence of an
investigator is termed the _____.
a. equilibrium effect
b. investigative effect
c. clique effect
d. Hawthorne effect
e. motivation effect
50. The differentiation-and-integration model was developed to study and understand
_____. a. the leadership of the organization
b. issues between businesses such as corporate power
c. interdepartmental issues
d. communication problems between individuals
e. none of the above
322
51. Highly differentiated organizational groups require _____.
a. a separate OD practitioner for each unit
b. classification by structure, goals, and location
c. techniques and practices to achieve integration
d. none of the above
e. answers a and b
52. The diagnostic model that considers factors that include degrees of cooperation and
collaboration is _____.
a. the differentiation-and-integration model
b. the force-field analysis model
c. the management practitioner model
d. the sociotechnical-systems model
e. the social network analysis model
53. In the force-field analysis model, the forces acting on the organization to put pressure
on it not to change are called _____.
a. driving forces
b. quasi-stationary equilibrium
c. restraining forces
d. sociotechnical force
e. all of the above
54. Forces that act on the organization to change it are called _____.
a. driving forces
b. quasi-stationary forces
c. restraining forces
d. equilibrium forces
e. answers b and d
55. Considerations for evaluation in force-field analysis are _____.
a. which forces can be modified
b. which restraining forces can be reduced with the least effort
c. which driving forces can be increased
d. all of the above
e. none of the above
56. A general-purpose diagnostic technique that views organization behavior not as a
static pattern but as a dynamic balance of forces working in opposite directions is the
_____. a. process model
b. force-field analysis model
c. collaborative analysis model
d. dynamic equilibrium systems model
e. diagnosis analysis model
323
57. The change technique that views a problem as a product of forces working in
different, often opposite, directions is _____.
a. action research
b. force-field analysis
c. transformational theory
d. none of the above
e. answers a and c
58. Force-field analysis involves _____.
a. identifying factors acting on the change
b. finding ways of overcoming resistance to change
c. specifying alternative actions for implementing change
d. all of the above
e. none of the above
59. According to force-field analysis, _____.
a. change will occur when the sum of the opposing forces is zero
b. ignoring forces against change facilitates the change process
c. change occurs when forces in one direction exceed forces in the
opposing direction
d. equilibrium occurs when there are no forces acting for or against change
e. answers a and d
60. Based on the ideas of force-field analysis, _____.
a. one means of implementing a change is to increase the forces for change
in the desired direction
b. change will occur when resistance forces are ignored
c. identifying and addressing forces for and against change can facilitate
implementing the change
d. external change agents are ineffective
e. answers a and c
61. There are several red flags or cautions in making a diagnosis. Which one is
associated with the diagnoses becoming a ritual of continual analysis?
a. the over-diagnosis
b. the crisis diagnosis
c. the threatening and overwhelming diagnosis
d. the practitioner’s favorite diagnosis
e. none of the above
324
62. When an OD practitioner identifies and deals only with the immediate, short-term
problems, missing important but less-visible problems, this is called _____.
a. the over-diagnosis
b. the crisis diagnosis
c. the threatening and overwhelming diagnosis
d. the practitioner’s favorite diagnosis
e. none of the above
63. Pitfall(s) in the diagnostic phase that should be avoided are:
a. sticking with a diagnosis that has been used often and successfully by the
practitioner in the past
b. making a diagnosis that predominately considers the immediate needs of
the organization
c. focusing on symptoms rather than causes
d. all of the above
e. answers a and c
Essay Questions
64. Comment on the significance of the diagnostic phase within an OD program.
The diagnosis of areas for improvement and problems is an important element in
developing a high-performance organization. Before implementing what might
initially be an ideal solution, it is important to assess the organization’s current
quality or performance and to define the level of performance or quality it wishes to
65. What is meant by “gap analysis”?
This is a diagnostic method that determines the difference between what the
organization is actually doing and what it could be doing. In gap analysis, data are
collected on the actual state of the organization on a varying set of dimensions and
also on the ideal or desired state. The gap between the actual state and the ideal forms
a basis for diagnosis and the design of interventions.
325
66. List and explain the steps to be included in the data-collection process.
The answer should include the following:
Definition of objectives – A clear understanding of the broad goals is necessary to
determine what information is relevant.
Selection of key factors – The practitioner and the client decide factors that are
important and additional information that is necessary for a systematic diagnosis of
the client system’s problems.
Selection of data-gathering method – There are many different types of data and many
different methods of gathering data. There is no one best way to gather data and the
selection of a method depends on the nature of the problem. The task in this step is
to identify certain characteristics that may be measured and then to select an
appropriate method to gather the required data.
67. Explain what a sociogram is and how it can be used to collect data on a work group.
A sociogram is a means of obtaining quantitative data about the network of
interrelationships within groups. The sociometric instrument asks specific questions,
such as “Whom do you prefer to work with?” and “Whom do you communicate
with?” The answer to these types of questions allows the investigator to diagram the
structure and patterns of group interaction. The sociogram represents each member of
the group by a circle, with choices designated by arrows indicating the direction of
choice. The highly chosen individuals are called stars and those with few or no
choices are called isolates. A mutual choice occurs when individuals choose one
another. When an individual chooses another but is not chosen in return, this
designates a one-way choice. In a larger group when three or more persons select one
another, it is termed a clique. The existence of subgroups may indicate lack of group
cohesion and coordination.
68. What criteria should be used to evaluate the data collected?
The following should be included in the answer:
The validity of data.
The time to collect data.
The cost of collecting data
The organization culture and norms.
The Hawthorne effect in data collecting.
326
69. Explain the force-field analysis model of diagnosing problems and give an example
of the use of the model.
In this model, opposing forces put pressure on the organization to change or to
resist change. Restraining forces act to keep the organization stable. Driving forces
act to change the status quo. If the forces for change and the forces against change
are equal, the result is equilibrium and the organization remains stable. This
technique assumes that at any given moment an organization is in a state of
equilibrium or balance. Change takes place when there is an imbalance between the
two types of forces. The imbalance can be planned by increasing the strength of
some of the forces, by adding a new force, by decreasing the strength of some of
the forces, or by a combination of these methods.
70. Comment on the following potential problems areas in the diagnostic phase: over
diagnosis, crisis diagnosis, practitioner’s favorite diagnosis, diagnosis of symptoms,
and threatening diagnosis.
Over diagnosis: The diagnostic process continues and avoids changes. It becomes a
ritual of continued analysis, “everything is studied to death.”
Crisis Diagnosis: Dealing with only the short-term, immediate crises rather than the
long-term change programs that are necessary.
Practitioner’s Favorite Diagnosis: In this situation, the practitioner falls victim to
his/her own biases.
Diagnosis of Symptoms: This is tendency to concentrate on the symptoms rather than
the cause for the problem.
Threatening Diagnosis: In this situation, the practitioner has presented material to the
client in a manner that is difficult for the client to accept. The client may not want
to face and accept some information or there may be so many diagnosed problems,
that the client may resist or reject the recommended changes.