How to observe workplace interactions (e.g. meetings) with minimal influence or effect on group?
I'm beginning to think more deeply about the role of observer in consulting relationships and how to minimize the degree to which a consultant's presence influences and alters how people interact. For me, the purpose of observation is to watch what an individual actually does and determine whether it matches up to what an individual says the do. But a stranger's presence in a meeting or in a workplace environment can lock people down so they don't act in their typical way (they may be on their best behavior).
Can anyone offer their experience and insight on how to observe a workplace with as little interference in the usual behaviors, actions, and routines?
Good Answers (2)
Steven S
Principal at Steven M. Smith & Associates, LLC "Empowering Technical Leaders"
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Participant observation is the term anthropologists use for interacting with a group and at the same time maintaining their integrity as observers. For an anthropologist's perspective, I suggest reading James Spradley's Participant Observation, ISBN 0030445019.
Your presence my change interactions, which may be a good thing. When I hire a consultant, I'm not hiring them merely to observe and recommend. I'm hiring them help me solve a problem.
A problem is the gap between things as desired and things as perceived. Your skill at unveiling and closing that gap is the value you bring to an assignment.
During the first phases of unveiling the gap, as a participant observer your presence may change the dynamics. In a busy organization who has seen many consultant, you may not even noticed. Even if you assert yourself, you may be ignored, which may be worse than affecting interactions.
If an organization with idle time, you will be noticed. People may not operate the same way when you are in the room. But these type of organizations rarely hire consultants. When they do, they are looking for the consultant to spice things up.
After thinking about you question, I realize that I see my job as a consultant is to help my customer solve a problem. The solution typically involves helping an organization change. I observe throughout the engagement. I know my participation affects interactions, but that's something that my customer wants.
Perhaps the type of customer you are dealing with is different than mine. If so, I hope the book reference I shared helps. My best wishes for minimally invasive observation.
Reut S
Owner at KeyChange Institute
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Two thoughts come to mind:
1. Look into Anthropological early works if you want to go where you are going.
2. Don't go there. I'm saying this because I have found it better to sharpen my abilities to see through the crap and the pretense instead of stepping aside. I combine two techniques: freeing my mind from my own perceptions (to the degree I can) and then interperting what they are "really" doing through my emotional reaction to what's going on. It's through me that I understand what they are really doing.
I hope this helps.
Best of luck,
Reut
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More Answers (5)
1st- ensure that the meeting participants are aware of your presence and that they understand you are there to observe the meeting process and nothing more!
This takes away the fear that employees might have of being judged by a stranger!
2nd - ensure that the attendees know why you would be taking notations and explain what you will be doing with results!
3rd -ensure the employees are thanked for letting you be there and what you have learned from this experience!
Kevin H
Graduate Student at Concordia University
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A general workplace? Assuming it is a repeated observation, I show up every day in subdued colored clothes and occupy a spot in the least obstructing path possible, but one that affords a good view and sound and feel for the action. I take that same spot every day so I become, over time, a fixture ,and thus, pretty quickly ignored.
In a closed room, meeting environment. I hug the wall, again in subdued clothes, avoiding eye contact during the meeting, and setting my chair on its lowest setting, in order to blend in as much as possible. (Take a look at my photo if need be to see that I can be hard to hide!)
As the previous poster suggested, as long as the partiicipants know who you are and why you are there (immediately and long term effects), they will soon become oblivious to your being there. If they do not, that is a good starting topic for a later discussion, no?
Terri L M
Planning and Strategies Consultant; speaker, trainer, author.
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Chris:
If you are not in a position to have a room with a two-way mirror, behind which you can sit and observe, the best you can do is let people know why you are there, sit in the back of the room as unobtrusively as possible, keeping your mouth shut and your eyes and ears open. So long as no one feels they are being singled out and 'watched', you should have no problems. Have the person in charge introduce you and your goals before the meeting(s) and then just disappear into the walls to take notes and observe.
There are firms that actually install cameras to watch people at work while not being on-site. After a period of time, the cameras are collected and 'film' observed outside and analyzed for reporting back to those in charge of your project.
Personally, I think it's easier to melt into the background than have people comfortably continuing to work while cameras are rolling...kind of that 'Big Brother is Watching' concept.
tm
Shuki W
Owner, DART value mining ,TopLinked.com
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Hi Chris
Technicaly the best solution is a hidden video camera.
Other options are well defined above in previous answers.
My experience is that this is not the central issue.
You will influence anyhow your audience.
The main point remains: what is your goal for observation?
Process anallysis of a meeting is feasible by non obtrusive minute analisys of say 10 consecutive full minutes(sumation of decisions and tasks as result of meeting).
There you can see clearly how the meetings are run and many times how they were prepared.
Chcking for task conclusion gives you excellent idea how
effective is management (how determind).
Lots of process understanding is feasible via vicarious analysis.
Leadership is more subdued and needs observation.
Try to put another justification for your obsevation so as to lift "over self conciosness" from the leader in case.
I did a "sociogramatic survay" and Value survay" in top managements, while watching aspects of leadership on the going.
Try not to write when you observe.
You can allwayes fill up notes when unseen.
Never write on laptop when observing others in meeting. This causes max. attantion.
I want to thank you and the other professionals for investing in this important issue.
Shuki weiss
Chris,
While I am not a consultant to outside companies, it has been my experience as a Change Agent and Lean Facilitator that observing in unknown territories closely resembles the Heisenburg Uncertainty Principle. Everytime you attempt to observe or measure, you affect the outcome. Instead, in a production environment which has been most of my experience, it is best to develop a set of triggers, or markers to tag parts' motion and use video cameras for change-over operations or ergonomics. Like hunting deer, it is best to set up the tree stand for a period of time before actually using it, so that the deer get used to the new addition to the environment, I will typically setup the video camera for 3-5 days before any filming. After that, most people forget that the camera is there and you receive a better image of activities than through direct observation.
Regards,
Brian Mills, P.E.
