When you see this Button the Text is loaded......   TD -Transorganizational Development
Diagnostic Survey

Five Narrative Frames
Your Reply  Will be Sent To: Professor David M. Boje
e-mail: dboje@nmsu.edu   phone: (505) 532-1693  fax: (505) 646-1372
Diagnostic Web Survey © David Boje
Thank you for filling out a diagnostic survey. Your responses will be part of focus groups we are conducting. 

INSTRUCTIONS: You can ask for a copy of the data analysis to be sent to you (please indicate so at the end of the survey). Please answer all open ended questions. We would like to hear from you. There is a definition and several examples boxes for each section. Read over the definitions and responses, then enter your own story in each section. There are also a few survey items to give us some numbers.

NOTE: You will need Internet Explorer to see definitions of terms. It can be done with Netscape but requires you to click and open a separate window and user browser arrows to return each time to this Survey Page.

CONFIDENTIALITY AGREEMENT: All responses you give will be kept strictly confidential. They are for diagnostic purposes and will only be reported in aggregate form (No names will be provided). Name and Email number are required fields (but you can put in Anonymous@xyz.com -  if you prefer. You can also set up a Hotmail.com email if you want). Responses to all other (not name or email) items are greatly appreciated, but not required. If you do not provide name or email we can not send you results. Your responses go to Professor Boje in the Business College where all ID is removed (names are withheld) and only anonymous responses are put into a final report, that is available to you.  Questions --dboje@nmsu.edu

REQUIRED - Your Name (or put in Term "Anonymous" - must fill in something here):

REQUIRED - Email address (or put in "Anonymous@com" must fill in something like XXX@YYY.com here):

Classification (check one or more - optional ): StaffSupervisorManagerOther:

Are you?  (- optional )Part-TimeFull-Time 

Brief description of what do you do? optional, but gives context to your responses below:

There are six response sections: We provided definition study guides and sample interview responses in each section for your review.  You can review definitions for the first four now, or do this as you fill in the survey.

NOTE: Either way please read as much as each definition and the sample responses as necessary to get a sense of what we are asking. You do not have to read it all, but if you get interested, go for it. Click for each definition or see one's below. Or, see all four side by side (press here) plus (5th). We view these as four "ideal types" of organizing stories/experiences.

The question is how much or how little of each is happening and how much do you desire? 

Bureaucratic   Chaos
  Antenarrative  
Quest   Postmodern

In each section we ask an open ended question where you can share your experiences and stories. At the end, we will ask you for your overall suggestions. Enjoy.

SECTION ONE - Bureaucratic Stories

There is a definition and examples from sample interviews we conducted in the boxes below). Read over the definitions, then enter your own story of Bureaucratic Narrative in the white box below.
 
 

DEFINITION of BUREAUCRACY
Read over the definition of Bureaucracy in box below. Note it's positive and negative features. 

To see this in separate window Click Here

 

Now its your turn to let your voice be heard. Based upon the definition of Bureaucracy, and positive and negative comments you reviewed, PLEASE ANSWER THE FOLLOWING QUESTION BY TYPING DIRECTLY INTO THE BOX.
 
 

1. QUESTION: How do you experience Bureaucracy?

(please tell stories -please type inside the ANSWER box below):

BE SURE YOU PUT A RESPONSE IN THE BOX ABOVE- LET YOUR VOICE BE HEARD. -- THANKS.

 
 
 Answer survey questions below for how you experience the Mechanistic and Organic here? 

INSTRUCTIONS: You can change responses by clicking a different number. Please answer all questions.  There are no right or wrong answers. We want your personal point of view. How you experience it. The assumption here is that there is a mix or continuum of mechanistic to organic dimensions at work.
Use the checkboxes to indicate the extent that you agree with each of the following statements about Mechanistic (left side) and Organic (right side) at this organization. This is an ANCHORED scale. Use 1 ,2, or 3 to indicate more mechanistic and 4, 5, 6 to indicate more organic.  0 is Both or Neither. 
 
MECHANISTIC

 1 = Very Mechanistic

 Pick a # for each 

 4 = Neither/Both 
ORGANIC

7 = Very Organic

1
2
3
4
5
6
7
1(a) the specialized differentiation of functional tasks into which the problems and tasks facing the concern are broken downL. 

 

 1(a) the contributive nature of special knowledge and experience to the common task of the whole concern;
1(b) the abstract nature of my individual task  is pursued with techniques and purposes more or less distinct from those of the concern as a whole; i.e., the functionaries tend to pursue the technical improvement of means, rather than the accomplishment of the ends of the entire organization.;

 

 1(b) the 'realistic' nature of my individual task  is seen as set by the total situation of the entire concern;
1(c) the reconciliation, for each level in the hierarchy, of these distinct performances by the immediate superiors, who are also, in turn, responsible for seeing that each is relevant in his/her own special part of the main task at this organization. 1(c) the adjustment and continual re-definition of individual tasks through interaction with others;
1(d) The precise definition of rights and obligations and technical methods attached to each functional role; 1(d) the shedding of 'responsibility' as a limited field of rights, obligations and methods. (Problems may not be posted upwards, downwards or sideways as being someone else's responsibility);

 
1(e) the translation of rights, and obligations, and methods into the responsibilities of a functional position;

 

 1(e) the spread of commitment to the concern beyond any technical definition;
1(f) hierarchic structure of control, authority and communication; 1(f) a network structure of control, authority, and communication. The sanctions which apply to the individual's conduct in his working role derive more from presumed community of interest with the rest of the working organization in the survival and growth of the firm, and less from a contractual relationship between himself and a non-personal corporation,
represented for him by an immediate superior;

 
1(g) a reinforcement of hierarchic structure by the location of knowledge of actualities exclusively at the top of the hierarchy, where the final reconciliation of distinct tasks and assessment of relevant is made; 1(g) omniscience no longer imputed to the head of the concern; knowledge about the technical or commercial nature of the here and now task may be located anywhere in the network; this location becoming the ad hoc center of control, authority and communication. 
1(h) a tendency for interaction between members of the concern to be vertical, i.e., between superior and subordinate; 1(h) a lateral rather than a vertical direction of communication through the organization, communication between people of different rank, also, resembling consultation rather than command:

 
1(i) a tendency for operations and working behavior to be governed by the instructions and decisions issued by superiors; 1(i) a content of communication which consists of information and advice rather than instructions and decisions; 

 
1(j) insistence on loyalty to the concern and obedience to superiors as a condition of membership; 1(j) commitment to the concern's tasks and to the 'technological ethos' of material progress and expansion is more highly valued than loyalty and obedience;

 
1(k) a greater importance and prestige attaching to internal (local) than to general (cosmopolitan) knowledge, experience, and skill. 1(k) importance and prestige attach to affiliations and expertise valid in the industrial and technical and commercial milieu external to the firm." 

 

SECTION TWO: The Quests

DEFINITIONS of Quest? The journeys of reform and change that your organization has been on and is currently on.
Read over the definition of Quest in box below. Note it's positive and negative features. 
To see in separate window Click Here

 
QUESTION: How do you experience QUEST at your organization?

What journeys of reform and change has your firm been on and is currently on (as you experience them).

(please tell stories -please type inside the ANSWER box below):

BE SURE YOU PUT A RESPONSE IN THE BOX ABOVE- LET YOUR VOICE BE HEARD. -- THANKS.

 
 

SECTION THREE: The Chaos and Complexity

3. QUESTION: What is chaos  & complexity at your organization?
Read over the definition of Chaos in box below. Note it's positive and negative features. 
You will then be asked to write your own responses (+ &/or -). To see definitions in separate window Click Here
QUESTION: How do you experience Chaos and complexity?

What is chaos & complexity (as you experience it).

(please tell stories -please type inside the box below):

BE SURE YOU PUT A RESPONSE IN THE BOX ABOVE- LET YOUR VOICE BE HEARD. -- THANKS.

SECTION FOUR: The POST-SOMETHING -- "Beyond the Modern"

Definitions of Postmodern are in box below. Note it's positive and negative features. 
To view definitions in separate window, Click Here
QUESTION: How do you experience Postmodern at this organization?

What is Postmodern (as you experience it)?

(please tell stories -please type in the box below):

BE SURE YOU PUT A RESPONSE IN THE BOX ABOVE- LET YOUR VOICE BE HEARD. -- THANKS.

 

SECTION FIVE: The "ANTENARRATIVE -- "Before it is Storied"

Definitions of Antenarrative are in box below. Note it's positive and negative features. 
To view definitions in separate window, Click Here
QUESTION: How do you experience ANTENARRATIVE at this organization?

What is Antenarrative (as you experience it)?

(please tell stories YET TO BE TOLD -please type in the box below):

BE SURE YOU PUT A RESPONSE IN THE BOX ABOVE- LET YOUR VOICE BE HEARD. -- THANKS.

 

SECTION SIX: The Psychological Requirements of Effective Work Environments

Definitions for Questions below on Psychological Requirements of Effective Work Environments.      Read over the definition of  in box below.  To view definitions in separate window Click Here

 
 
 

Please Review
 the above Definitions of SECTION FIVE survey items:

The following questions ask about of important determinants of the psychological requirements of productive activity. Please answer for the job you do. Use the checkboxes to indicate the extent that you agree with each of the following statements. 
SCALE FOR FIRST ITEMS ASSUMES 

'0" IS CENTER POINT, 

-5 IS TOO LITTLE/LOW AND +5 IS TOO MUCH
 -5 = TOO Low  0 = Neither low nor high  5 = TOO High              
. -5 -4 -3 -2 -1 0 1 2 3 4 5
2a. Elbow room for decision making.
Learning:
2b. Setting goals
2c. Getting feedback
2d. Variety 
THE NEXT SET OF QUESTIONS A "0" IS WEAK OR LOW, AND A "10" IS VERY DESIRABLE
0 = None  1 = Very Low to 10 = Extremely High 0 1 2 3 4 5 6 7 8 9 10
2e. Mutual support and respect
Meaningfulness:
2f. Socially useful
2g. Seeing whole product
2h. Desirable future

 

FINAL ITEMS


The following questions ask about Common Problems among organizations. Please answer for your organization as a whole. Use the checkboxes to indicate the extent that you agree with each of the following statements. 
SCALE IS DISAGREE OR AGREE WITH EACH ITEMS USING THIS SCALE:
 1 = Strongly disagree  4 = Neither agree nor disagree  7 = Strongly agree            
 
.
1
2
3
4
5
6
7
3a. There are bureaucracy problems here?
3b. We are on quest or journey to a better future?
3c. There is chaos here and that is a good thing?
3d. I think this organization is out of control?
3e. There is much fragmentation here?
3f.  Organization leaders rarely get together?
3g. This organization has an established way of doing things?
3h. This organization is getting less bureaucratic each year?
3i.  This organization needs to transform with the times?
3j.  I believe my voice is heard in this organization?
.
Please List Suggestions or Ideas you Have for Improving the Present and Future of this organization? These will be categorized and given in anonymous form in our briefing.

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