Assignment:
The Role of Assessment: What It Can Do
Assessment is a tool for diagnosing organizational conditions. [t is analogous to a physical examination where a patient's temperature and blood pressure arc taken and lab tests and X rays are done to check the body's functioning. Many different methods of checking are used to give the doctor critical information needed in making a diagnosis. Likewise, the many tools of organizational assessment provide information that serves your organization in five ways.
1. Provide feedback. Assessment data reported back to the organization function much like biofeedback for an individual. By seeing information in black and white, with words, charts, graphs, or other visual depictions, managers and other staff get an accurate picture of the aspects of the organization. This information serves as a springboard for making decisions and taking action. Seeing these effects and conditions is a first step in doing something about them. Often, having this information made public within your team, manage¬ment group, or whole company is enough to get change started.
2. Determine baseline data. Assessment also provides information that serves as a "state of the union" report. This baseline information is essential for strate¬gic planning and as a reference for future comparison. "How far have we conic?" can't be answered unless we know where we started.
3. Make latent issues public. Assessment also uncovers problems, concerns, and obstacles that might not have been openly discussed before. Like underground reefs, unseen on the smooth surface of the sea, they can be treacherous if not discovered. Assessment brings them out into the open where they can no longer be ignored.
4. identify staff development needs. Data from assessment also uncover areas of needed development of staff, both managerial and non managerial. Attitudes, skill levels, and knowledge can be assessed and determinations made about needs for training and growth experiences.
5. Generate commitment through input- Because data come from people in the organization, staff arc more apt to -own" the information and feel committed to any plans or Actions built on it. Getting input in this initial stage sets the tone for participation throughout any change process.
In understanding the positive outcomes of assessment. it is important to heed a caveat. As one colleague of ours sagely cautions. "Don't open up a can of worms unless you have the recipe for worm soufflé." Assessment can open up volatile issues. If an organization is not prepared to deal with the information, the result may be expectations initially raised. Then dashed or, said a little differently. morale raised then lowered. Unless an organization is ready to make use of assessment data and has a clear purpose for doing so, it is better not to embark on the process of data gathering in the first place.
Before you begin the process, the following questions can help you plan and structure the most effective audit for your purpose.
What do you want to find out? For example, do you want to assess staff attitudes about the many cultures in the workplace, perceptions of employees from nonmainstrcam groups, or skills of managers in working with a diverse staff?
What part does this data collection play in your larger organizational plan? Assessment needs to be in the service of a larger goal. Is it part of a plan to increase diversity at all levels in your company? Or perhaps the development of more cohesive work teams is part of your quality improvement program. Who needs to be involved? Your purposes and your budget will help you decide the answer to this. Do you need an organization-wide survey, focus groups from certain segments of the work force, or a questionnaire for manag¬ers, for example?
How will data generated be used and communicated to others? Will informa¬tion be used by a diversity task force or executive management? Will the data be fed back only to those who participated or communicated to all staff? How will that process be managed?
What methods will be used to collect data? The answers to the questions above will help you decide the most appropriate assessment options.
Who will be most appropriate and effective in collecting data? What staff personnel or outside resources are best suited to conduct the process or aspects of the process?
What cultural factors may influence the audit process? The language and reading level of any instruments, the values at the base of the process, and the methods used will all be influenced by the cultural backgrounds of those involved--designers, data collectors, and participants. This chapter will help you formulate your own answers to these questions.