3.0: Cons, Research Paper Example

When planning organizational change there are certain ways that can make the process easier. Diagnostic tools are used in gauging the potential problems, and identifying the strengths and weaknesses within an organization. “A meaningful diagnostic effort must be based on a theory or model of organizational functioning. This makes action research possible as it facilitates problem identification, which is essential to organization development.” (Preziosi, n.d) There are several pros and advantages of using interviews as a diagnostic tool, and on the side there is equal amount of cons and disadvantages to consider.

The cons for using interviews as a diagnostic tools they can be delivered either as individual interviews or group interviews. Interviews can be very beneficial in getting a real reaction however, they can also be useless to the organization. The cons for using interviews are the following:

• Interviews can be intimidating to some, which can lead to biased or unreal answers.
  • the amount of detail can make people uncomfortable
  • the amount of questions can overshadow the purpose
• Interviews can lead to inaccurate information
  • Employees will often give the politically correct answer in order to answer how he/she feels they should
  • The uncertainness of the employee’s answer will not give an accurate measure of the needs of the organization or employee
• Time consuming
  • Especially if large numbers of people interviewed
  • The length of questions are too long
  • In the middle of restructuring, getting in the way of employees working
• Bias
  • Interviews can be bias, if the individuals do not like the interviewer
  • Do not agree with the questions
  • Or any opposition to the organizational change
• Interviews can be too generalized
  • Too general in the same questions asked to all the employees
  • Every employee is different, however trying to develop interviews for every employee is itself time consuming and costly, so the interviews won’t always meet the needs of every employee.

All these cons present are valuable factors in developing interviews are using other diagnostic tools, as they can skew the results wanted, or create errors in data collecting.

References

Alderfer, Clayton. “The Methodology of Organizational Diagnosis.” Professional Psychology. Vol.11, No.3. (1980). Retrieved from http://leeds-faculty.colorado.edu/Rosse/Courses/4003/Readings/aldefer.pdf

Hussain, Ahmed. “Effective Diagnosis in Organisation Change Management.” Journal of Business Systems, Governance and Ethics. Vol 5, No. 2. (2010). Retrieved from http://www.jbsge.vu.edu.au/issues/vol05no2/Hassin.pdf

Preziosi, Robert C. “Organisational Diagnosis Questionnaire (ODQ).” N.p. n.d. Retrieved from http://g-rap.org/docs/ICB/Preziosi%20-%20Organ.%20Diagnosis%20Questionnaire%20ODQ.pdf