Collecting and Analyzing Diagnostic Data-Mecheal Thomas

MONA SCHOOL OF BUSINESS & MANAGEMENT
Masters of Business Administration

Part-time Cohort 23
Course Code: SBHR 6030
Course Title: Organisation Development and Change
Lecturer Dr. Georgia Simon
ID Number:620037107
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ID 620037107 Signature MThomas Date June, 2021
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Name ______Mecheal Thomas____________ Signature _______MThomas__________ Date June 6, 2021
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Background
After a merger, and recruit and hiring of a new CEO and CIO, Alegent Health hired two OD
researchers to evaluate it change process after implementing phases of large group interventions
with the organisation, known as decision accelerators (DA). In order to create innovative
strategies in the six clinical service areas they employed data collection and analysis. For this
process, they used three methods of collecting and analysing data; unobtrusive measures,
interview measures, and survey measures.
Critique the process.
Alegent Health Care as a piece of their hierarchical organization change endeavours,

chose to utilize Decision Accelerators (DA) with an aim to make more powerful and creative
approach, they required to encourage the change they desire to see as a company.
Notwithstanding the utilization of DA, they additionally requested the help of OD specialists
whose duty it was to survey the change cycle and offer its viability assuming any and assist the
business with deciding the exercises learnt and future strategy approach. As is stated in the
textbook by T.G. Cummings & C.G. Worley, Organizational Development & Change – 2015, due
to the “biases inherent in any data collection method, more than one method should be used
when collecting diagnostic date”. Alegent Health Care adhered to this principle by utilizing the
three methods as well as hiring two OD Practitioners to aide in diagnosing and analysing the data
collection.
The OD experts assessed six clinical service region inside the business using three
information collection and investigation methods, which were interviews, surveys and
unobtrusive measures. The utilization of various techniques for information gathering is
welcome assistance and is noted by (Cummings and Worley, 2008). This advances legitimacy,
trustworthiness, and certainty all things considered to effect change management. It is noted for
the case study that there were variation in the decision factors from the structure of the team that
forms the strength of discussions or deviation from the characterized plan. These differences
brought about some choice in the decision factors created a more complete arrangement of
visions and techniques for their clinical regions while others delivered a less expansive and
comprehensive arrangement of visions and techniques.
However there were contrasts in the cycles and at end the results. Another place of
concern is the way that the "Right Track" office process contributor’s information, and
connection could impact the reason some members or gatherings are more isolated. Regard for
security is required to support of the quality and completeness of information shared and
gathered. Members may not be as open as possible due to fear of misrepresentation of data, they
offer, that may show to individuals in power which may have an adverse consequence
What are the strengths and weakness?
One of the positives emerging from the activity is that the evaluation covers a wide cross-
section of the association from the leader level, doctors, nurses, and other clinical care staff.
While the inclusion of staff from all levels of the business is honourable and for the most part a
positive development the quantity of voices was lower in certain groups and higher in others, that
difference probably saw the discussions and conversations occurring among certain groups more
seriously than others. A more even dispensation of the different level inside each group may
have been more valuable to the cycle.
Another subject of caution is the use of coding, which, due to its limitations, may not
have accurately reflected the feedback or words, regardless of the care level and precision with
which obtained information was examined. It also does not display the visual effect in a real
situation. Conclusion, the evaluation led was competent and effective, despite the amount of
team members and the various levels and groups addressed. The unequal application of partners,
the quantity of executive voices versus that of the doctors and nurses, the strength of the
discussions, the scope of issues, and the absence of self-sufficiency may have shifted/slanted the
discussion and likewise the result.
Reference
Cummings, T. and Worley, C., 2008. Organization development & change. Mason, Ohio: South-
Western.

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MONA SCHOOL OF BUSINESS & MANAGEMENT

Masters of Business Administration

Lecturer Dr. Georgia Simon

Additional accountability statement where work has been previously submitted

Alegent Health Care as a piece of their hierarchical organization change endeavours,

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