ASSIGNMENT NO.

3
Feedback and Resistance
Donald L. Anderson (2015). Organization development: the process of leading organizational
change

Part I: Feedback Meeting

1. Present data to the client in a Feedback Meeting.

Feedback Meeting Summary of Focus Group Discussion:

 Employees believe that greater coordination is needed between departments.
 Employees in several departments noted that they were short on staff,
compromising their ability to spend time doing a quality job mainly from those
with short on staff due attrition and higher workloads.
 Training was mentioned as an issue in several departments particularly in
Reservations and Maintenance.

Client Questions
 Is the information presented relevant to the organization’s current setup?
 What do you think is the main issue?
 How do you analyze the data gathered?
 What is your basis in interpreting the data?
 How you select and prioritize the data presented here?
 How long will it take to finish assessing the issue up to implementing the final
plan to help achieve the firm’s goal?

2. Discuss the exercise. How did the client respond to the feedback? Did you each
accomplish what you had hoped to accomplish?

As a consultant:
In the exercise, the client did not properly respond to the feedback. Instead, she
tries to question the validity of the results of the data gathering presented. It is important
 that both parties are able to deliver that information they want to convey and make
clarifications as much as possible. The client is likely expecting the same type of
response and already has a rebuttal waiting.
In this case, the client did not focus on the summary presented which is the
overall drive of the feed backing. Instead, she gave justifications based on what is only
knows and not on what her employees thought of the situation and their assessment on
the matters that need to be addressed in their respective sections.

How did it feel to hear the feedback from the consultant? Knowing what you know about
the data above, do you feel you heard what should have been presented?

As a client:
For me, as a client who wants to improve the company’s operations and processes in
order to help achieve the five-star rating, I would take the feedback as a positive thing.
This will help me and my company assess its current status and identify underlying
problems that need immediate action. I will treat the feedback results from the focus
group discussion as a constructive criticism to further develop the organization.

3. How well did the feedback:

(a) Describe rather than evaluate the behavior

The feedback should describe the issues identified so the receiver can assess the
feedback given.
(b) Give specific instances rather than generalities where possible
The feedback should cite specific instances to properly assess the issue. The feedback
provider should aim to provide specific examples for improvement and not
generalities.
(c) Balance the positive and negative feedback
Finding the balance between positive and negative feedback is very important.
Handling feedback can be trick, you should be conscious of the feedback you’re
 giving and who you are giving it to. In addition, you should make sure you think
about whether or not it’s important.
(d) Help rather than punish
The feedback should not be treated as a punishment or burden but should be treated
as a constructive criticism that can aid the organization in identifying issues and help
resolve them.
(e) Address behaviors the recipient can control
The issues addressed in a feedback should allow the firm to address or control so the
management can take appropriate actions. Presenting solutions to issues in which the
management cannot control would be meaningless.
(f) Stay true to the data and avoid collusion
The data to be used should be impartial and avoid unnecessary details that would
divert the focus of the issue.
(g) Motivate action
In feedback, underlying issues will be identified which will expand the views of the
management. This can motivate them to find ways to resolve the issue and help the
firm in achieving its target.

Part II: Client Reaction

1. What is your feeling this e-mail? Why?

The e-mail includes response from the client with regards to the results of the
focus group discussion conducted. It created doubt on my end, as to the client’s
willingness to take appropriate actions on the probable issues that needs to be addressed
in her firm. Replying after one week thru email may create a doubt as to the client’s
intention and goal about the project, whether or not she is making valid justifications or
questioning the reliability of the information presented.
With regards to the issues noted, the client may be just defending herself and that
she is taking actions or some may not be totally in her control, or the other managers can
decide by themselves. However, since she is the CEO, she should know these types of
issues and on how to deal with them. Moreover, it can be assumed that not all issues in
 the company were raised to the CEO. The client should be more open to additional data
and pressing issues. Acceptance of responsibility for decisions is one of the most difficult
things the client is facing.

2. Would you call this client resistant? Why or why not? Can you connect her response to
any of the forms of resistance described in Chapter 8?

Based on the assessment of the client’s response, it can be concluded that this
attitude corresponds to client resistance. The client was unable to share her opinions or
deliver her thoughts during the feed-backing session. Making excuses for her actions or
inactions may be a way for the client to resist taking responsibility for her behavior, for
not responding to the demands of the organization and the tasks which may be involved.
The client is in the “give me more detail” type of resistance in this case. Even if the facts
were already presented to her, it is still not yet enough and even more is desired.

It can be noted that based on the response, the resistance can be related to Flight
into Health. At first, the OD practitioner might think that the client was willing to accept
the feedback and would take the necessary actions to improve the process. But during the
course of the engagement, an e-mail was received by the OD practitioner questioning the
summary of study conducted and the issues that needed to be addressed unexpectedly
diverted to other people. It became easier for the client to ignore the problem identified
and made a concluding justifications rather than make an in-depth analysis on how such
could be resolved to improve the system.

The client’s response can also be cited as moralizing. The client indirectly puts
the blame on the department managers. This setups a non-cooperative situation on the
client side.

3. How might you respond to the client when you have the opportunity to meet with her
again?
 Given the opportunity to meet with the client again, I will explain to her that the
information presented during the initial feedback meeting was based on the data gathered
during the focus group discussion conducted with the staffs. These things may not be
reported or properly communicated to her, thus, she may have no or little knowledge of
these issues. The information presented reveals the underlying problems she did not
know about the organization. I will explain by providing new words and ways of
organizing those words wherein it can help the client by providing her with new patterns
for organizing and viewing her organization.

Moreover, resistance will only hinder that company’s growth. She must be open-
minded and allow herself to explore different prospects that will prove to be beneficial to
the company. Non-acceptance of the underlying problems will not solve their problem.
The identified issues need to be addressed so the company can focus on other important
projects that the company will plan in order for them to enhance their potential and
improve their services to its customers which will in turn help them achieve their goal of
becoming a five-star hotel.