Active research in organizational change

An essential part of Edgar Schein’s Process Consulting practice model (discussed in depth in my book) is the use of Action Research. A guiding assumption in Active Inquiry is that an insecure customer will not reveal essential facts about the organization’s situation. Without these essential facts, the Organizational Change (OC) consultant is in a guessing position. The consultant is then forced to rely on the dubious practice of projecting his previous experience onto the client’s current situation.

There are four essential elements in Active Inquiry:

1. Increase the status and confidence of the client.

2. Gather as much information as possible.

3. Involve the client in the diagnosis.

4. Create a situation that is safe to share facts and feelings.

Schein describes three levels of active inquiry: pure inquiry, exploratory/diagnostic inquiry, and “confrontational” inquiry. It is important that the CO consultant use the appropriate level at particular points in the process. The type of data sought should determine the level of investigation.

Pure inquiry, the first level, is designed to encourage full disclosure. The consultant is simply trying to get the story as objective as possible. At this level, “who” and “when” questions are appropriate; “Why” questions are not.

Exploratory/diagnostic inquiry, the second level, is appropriate after recording the full “factual” story. The consultant now redirects the client’s focus with questions such as:

“How did you feel about that?”

“Why do you suppose he/she did that?”

“What will you do next?”

Exploratory/diagnostic inquiry causes the client to explore at a deeper level. At this level, feelings, hypotheses, cause-and-effect relationships, and predicted actions can be discussed. This level reveals the expectations, perceptions and values ​​of the organization and the client’s members.

“Confrontational” (not “confrontational”) inquiry, the third level, should not occur before pure inquiry or exploratory/diagnostic inquiry. At this level, the consultant interjects his thoughts on the situation. The goal here is to move client members from unproductive thinking to creative and critical thinking about the current situation.

Schein’s model gives the PO consultant a lot of information on how to approach clients in a constructive and useful way. The other important parts of the Schein process consulting model are discussed later in my book, “Strategic Organizational Change.”