Data Collection and Identification of Relevant Facts

Data Collection and Identification of Relevant Facts

Instructions/Descriptions

Data Collection and Identification of Relevant Facts

Data, Collection, Identification, Relevant, Facts

• What are the key issues in the case; who is the decision maker in the case; is there a critical decision?
• What is the environment in which the key people operate; what are the constraints on their actions; what demands are imposed by the situation?
• Are solutions called for?

Step 2: Defining the Problem what is the critical issue or problems to be solved? This is probably the most crucial part of the analysis and sometimes the hardest thing to do in the whole analysis

• Where is the problem (individual, group, situation) why is it is a problem; is there a “gap” between actual performance and desired performance; for whom is it a problem and why
• Explicitly state the problem; are you sure it is a problem; is it important; what would happen if the “problem” were left alone”; could doing something about the “problem” have unintended consequences?
• What standard is violated; where is the deviation from standard
• What are the actual outcomes in terms of productivity and job satisfaction; what are the ideal outcomes
• How do key people feel about the problem and current outcomes

Step 3: Causes

Once you have identified the key problem(s), try to find the causes here. Most critical here is avoiding solutions, and avoiding blaming or judging people. Also

• don’t quit at the most obvious answer-try playing devil’s advocate; put yourself in the other person’s shoes
• Accept the multiple causality of events
• There may be a number of viable ways to fit the data together; explore as many as you can; go past the obvious

Step 4: Generating Alternative Solutions (not all assignments will call for this)

In thinking about a context for generating alternatives, think about:

• What is the decision-maker’s sources of power in the situation? (Legitimate, reward, punishment, expert, referent)
• What are possible leverage points (changing technology such as machines, processes, product designs; changing organizational structure; changing reward systems, job descriptions education, changing personnel, changing culture)
• Can individual behavior be changed (education, training, reward systems, job description, etc.)

Step 5: Decision (note that not all assignments will call for a solution)

In considering the alternatives generated above you need to be clear on the criteria you will use to evaluate them. Some possible criteria include:

• Does the alternative address the critical aspect of the problem? What is your objective? Be specific.
• What are the intended consequences; what are some unintended possible consequences; how will your decision improve the situation
• What is the probability of success; what are the risks; what happens if the plan fails
• What does the plan depend on? What are the costs? What power and control are needed?

Step 6: Taking Action and Following Up

In thinking about implementation, you want to think about these areas:

• What are leverage points for change-technology, reward systems, work relationships, reporting relationships, personnel changes
• What are the decision maker’s sources of power: legitimate, reward, expert, referent, etc.?
• What are the constraints on a solution: time, money, organizational policies, traditions, prior commitments, external realities
• Does culture have to change; what historical relationships must be respected

Step 6: Taking Action and Following Up

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