essential-guide-to-qualitative-in-organizational-research

336 –––––––––– QUALITATIVE METHODS IN ORGANIZATION STUDIES ––––––––––––––––––Stage 1: examineproblem situationStage 7: implementagreed changesStage 2: constructrich pictureStage 6: debateagenda with actorsStage 3: imagine and namesome relevant systems anddevelop their root definitionsStage 5: compare modelwith rich picture andcompile agendaStage 4: build and testconceptual modelFigure 27.1 NB Stages Stages 1, 2, of 5, Soft 6 and Systems 7 are ‘real Analysis world’ activities. Stages 3 and 4 are conceptual activities.NB: Stages 1,2,5,6 and 7 are ‘real world’ activities; Stages 3 and 4 are conceptual activities.given the predilection for ‘experts’ to view the world in a particular way and to have a fairlyspecialized set of interests. Furthermore, there is a strong likelihood that actors in the systemwill describe it as a problem of a particular kind. Of course, there may be several alternativeand conflicting versions.During this stage the analyst begins to identify the scope of the system under review, andalso negotiates arrangements for collecting data, along with ‘contracts’ about anonymity andconfidentiality. The analyst should identify key roles at this time, especially regarding who isthe client of the study (‘Who caused the study to happen?’), the problem-solver (‘Who hopesto do something about the problem situation?’), and the problem-owner (‘Who “owns” theproblems under investigation?’). These roles are important since these people need to beinvolved in agreeing the terms of reference and methods of working for the study, but alsolater, in debating what changes are appropriate.Stage 2This stage entails gathering a wide range of relevant data which are represented in a ‘rich picture’and presented to study participants. Data gathering at this stage can take a variety of forms. The