Feedback: The Metric Division Case

Purpose of the Case:

1. To compile raw data into a diagnosis of top management team effectiveness

2. To examine the OD process from an internal OD practitioner perspective

3. To design a top management team intervention that might include survey feedback, team building, or other techniques

Note: This case is oriented toward small-group diagnosis and intervention.

Overview of the Case:

The case asks you to play the role of an internal OD practitioner in interpreting diagnostic information about a senior management team of a household goods manufacturer. The team was formed as the result a reorganization that made them fully responsible for an entire product line. The case presents the information collected during interviews with each person on the management team. You are expected to present feedback to the team and facilitate a decision about how to proceed.

Comments:

1. The first problem you face is how to organize the data. Even though the data has been categorized around some questions, you should find out what implicit or explicit models of group effectiveness are driving the diagnosis. (Note: An open systems model of group functioning is shown in Chapter 6 of the text.)

The diagnosis should include the following:

Inputs:

♣ Organization structure was recently changed

Design Components:

♣ the group lacks a clearly defined mission/goal

♣ Joe's leadership role and philosophy is not clear

♣ integration across functional lines is poor

♣ basic meeting mechanics are not followed (i.e., setting an agenda, prioritizing agenda items, purpose of meeting (information sharing vs. decision making), no set problem solving process)

♣ group composition may be weighted toward marketing

Outputs:

♣ Group decision making is poor

♣ High regard for individuals

♣ Ineffective staff meetings

2. What should the OD consultant do with the data? Several options are possible and include:

A. A one-on-one feedback session with Joe. Next steps, such as sharing the data with the team and potential team building activities could be discussed.

Pros: Some of the data is critical of Joe and this would allow him to make appropriate changes.

Cons: Data belongs to the team.

B. Feedback the data to a meeting of the full staff. This raises some important design questions, however.

1. How to present the negative data without causing staff members to become

defensive

2. How to get members to "own" the data.