TITLE : FEEDBACK AND ORGANIZATION DEVELOPMENT: USING DATA-BASED METHODS.

Despite the pervasive use of data, only a few extensive pieces have been written about the use of data as a tool for working with organizations. The work that has been done has emphasized either one theory or set of procedures for using data. This book approaches the subject in a broader way-that is, it attempts to deal with a whole range of questions and issues concerning the various uses of data as an organizational-change tool. Because different people have varying degrees of interest in the use of data-based methods, different strategies should be employed for reading this book. The book is divided into four parts. Part 1 answers the question "What does information as an organizational- change tool mean?" It contains information on the meaning, dimensions, and uses of data in organizations, provides case examples of data-based methods, and outlines a basic framework for thinking about data-based organizational change. Part 2 explains "why it works." This part outlines a theory of information and behavior, which explains why data have the potential to change behavior in organizations. Part 3 focuses on "how to use data?" Explanations of how to plan for data use, how to collect data, and how to feed back data are given. This part is supplemented by short appendixes on data analysis and data collection instruments. Part 4 gives some conclusions and indicates new directions for work.

Those who have only a general interest in understanding what data-based methods are should concentrate on Part 1 which is a self- contained unit and provides an introduction to the use of data as a change tool. For those who want to proceed a bit farther, Chapters 5 (Planning to use data), 6 (The process of collecting data), 8 (Feeding back data), and 9 (Perspectives and new diredtions) are recommended. Those who are considering the use of data-based methods, either as consultants or clients, should read the entire book.

The book is primarily addressed to people who want to learn more about OD; however, there are other possible audiences. In particular, people who do field researc,h in organizational settings may find the material on data collection useful. Included are discussions of the problems that are encountered whenevev one enters an organization to collect data, even if the data are merely for research purposes. The argument is made that data collection is not a benign act; indeed data collection is an intervention into organizational life. Thus organizational researchers and students planning to collect data in organizations may want to study Chapters 4, 5, and 6 in some detail.

The ideas presented are the result of several years of work with organizations and much thought about the use of information for organizational change. During that time I have been privileged to work with a number of people who have helped me immensely. While there are many I could name, I would like to acknowledge a few who have been particularly helpful in the work that led to this book. Three individuals who greatly aided my development as a student of organizations are Edward E. Lawler 111, Harry Levinson, and Cortlandt Cammann. In addition a number of people have aided me in the development of my ideas about feedback and specifically in the writing of this book; they include Philip Mirvis, Jay Nisberg, and Rob Cooke. Edgar Schein, editor of this series, was extremely helpful in giving de- tailed feedback on draft chapters. A special thanks goes to my friend and colleague at Columbia, Michael Tushman, who served in the dual role of critic and supporter.

Several organizations have also been instrumental in the development of this book. My ideas reflect the time that I spent on the staff of the Survey Research Center of the Institute for Social Research at the University of Michigan. The Institute provided a rich and stimulating environment where ideas and people could grow and prosper. The United States Department of Labor provided funding for much of the feedback research mentioned in the text. Support for the writing of this book also came from the Faculty Research Fund of the Graduate School of Business, Columbia University.

Last, but most importantly, I thank my wife, Donna, and my daughter, Amy, for their patience, support, and love.

New York, N. Y. David A. Nadler

June 1977