Quasitative Inquiry Makes Three in Developing Objectives Statements

Quasitative Inquiry Makes Three in Developing Objectives Statements: At the Heart of the Organization's Decision Making

Dr. Sharon L. Bender

April, 2005

Quasitative

What is quasitative inquiry? Where does it play a role in the realm of decision making? Although a quasitative inquiry has application in developing objectives statements in the individual, organizational, and social realms; how it works in conjunction with a trio of epistemological inquiries in the organization is examined here. How can the organization benefit from its inclusion in the decision making process? Who can use this rather new and somewhat undefined culture of inquiry? When can it be used? Why is it a must for today’s organizations?

Decisions are made at a rapid-fire pace in today’s workplace. Decision makers must consider a host of parameters in the decision-making process. But are they considering the entire picture? Decisions are currently based on what is measurable and observable. What about decisions that may yield imaginable results? We already know how to measure the past and observe the present, but what about imagining the potential? This is where creative and innovative thinkers rise to the top in the scheme of solution seeking processes.

Measuring the past is a quantitative approach. Observing the present is a qualitative approach. These approaches are commonplace in problem solving and decision making everywhere. What is often missing is a mixed and future-scope approach, an approach that equates to collective thinking. What is missing is a quasitative approach that imagines the potential.

Applying quantitative, qualitative, and quasitative approaches clearly answers the decision making process when we determine the mission, values, and vision of the organization. These statements hold the organization together, forming the basis for decision making. They describe what the organization is trying to do, how it wants to go about it, and where it is headed. Table 1 defines the process containing the three major forms of inquiry that will be applied in the statement development process.

Table 1Quantitative, Qualitative, Quasitative Inquiries Matrix

Quantitative

(Past Oriented)

Qualitative

(Present Oriented)

Quasitative

(Potential Oriented)

Answers what has happened by examining measurable pre-existing phenomena. Data is in the form of facts and/or statistics that reduces data to numerical indices, resulting in a generalized outcome. This approach is efficient, but may miss contextual detail. Variables are static, identifiable, and easy to measure.

Answers what is happening by examining observable co-existing phenomena. Data is in the form of words and/or objects that makes minor use of numerical indices, resulting in a naturalized outcome. This approach is robust, but time consuming and less able to be generalized. Variables are complex, interwoven, and difficult to measure.

Answers what will happen by examining imaginable non-existing phenomena. Data is in the form of ideas and/or prospects that mixes indices, resulting in a homogenized outcome. This approach is expansive and thought provoking, but yields intangible results. Variables are expected, dynamic, and impossible to measure.

Incorporating the rather new and innovative quasitative research approach with existing paradigms enables us to not only use a mixed methodology approach as has become its common application, but in overlaying the tenets of collectivity we can meld “kinds” of phenomena, we can merge “minds” in philosophical thinking, and we can mix “designs” in visionary approaches. These approaches constitute quasi-designs and become the tenets of the quasitative epistemological makeup. From our findings through incorporation of this new form of inquiry we can make many newfound conjectures that examine past, present, and potential phenomena; and we can view new research design combinations, introducing a philosophical schema.

Philosophy is known as the foundation for our skillful thinking. Ancient and modern philosophers concur that all thinking requires certain core concepts defined by criteria that can be refined or re-formulated over time. Others will attempt to define the quasitative culture of inquiry and its philosophical underpinnings and likely exciting results will come to light for the generalizable knowledge. For instance, a trend has emerged in which quasitative solutions are delivering useful data. Further, there has been an increase in Internet-based research methods that can deliver accurate information for marketing decisions for which a quasitative application is born. The argument for inclusion of the future-scope (quasitative) perspective may best be defined in the words of John F. Kenney. “Change is the law of life, and those who look only to the past or the present are certain to miss the future.”

Likewise we need to consider the quantitative, qualitative, and quasitative research approaches when developing objectives statements such as the mission, values, and vision statements that will guide the organization. How do we arrive at the content for these objectives statements? In essence we are seeking to measure the past, observe the present, and image the potential in the process. Although this may already be a practice in many organizations, we have not given consideration to the research applications involved.

The trio of epistemological inquires (quantitative, qualitative, and quasitative) known as Q3 Inquires is used perhaps unwittingly when organizations produce mission, values, and vision statements. Table 2 explores this application in the decision making environment.

Table 2. Quantitative, Qualitative, Quasitative Statement Applications

Quantitative

(Past Oriented)

Qualitative

(Present Oriented)

Quasitative

(Potential Oriented)

Prepare the organization’s mission statement; produced in measurable and objective terms, defining the organization’s purpose.

Prepare the organization’s values statement; produced in observable and subjective terms, defining the organization’s beliefs.

Prepare the organization’s vision statement; produced in imaginable and collective terms, defining the organization’s desires.

Objectives statements, in general, must be clearly stated, achievable, and agreeable to all stakeholders. When we state our purpose (mission), our beliefs (values), and our desired future (vision), we are more likely to achieve them. Those organizations that apply these forms of statements successfully outperform those that do not by a wide margin.

Before developing the mission, values, and vision statements, take a look at the relationship and order in which these should progress. The mission statement is determined from the statistical inferences at our disposal. The reason for having a mission is based upon the organization’s value system. With these two statements in place, it becomes feasible to establish the organization’s vision statement.

The quantitatively driven mission statement encompasses the organization’s past-oriented ideas about its purpose. A mission statement defines the organization’s reason for being. It describes the organization’s business and its relationship to its customer. Developing the mission statement moves the organization’s planning process from the purpose as defined by past experience toward the future. It connects the past with the present in order to determine the organization’s potential. The mission must work for the life of the organization’s five-year business plan. The content in the mission statement enables its interpreters to infer priorities in how products and services are to be delivered to target users and clearly distinguishes the organization from other organizations.

Mission Statement

Values Statement

The qualitatively driven values statement encompasses the organization’s present-oriented beliefs. It answers why the mission statement has been developed. Core values describe what the organization really cares about. The organization’s values connect both the mission and vision statements because all decision making is based on the organization’s values system that are subject to current conditions. Values represent the core priorities in the organization’s culture, including what drives members’ priorities and how they truly act in the organization and drive the direction for the organization’s planning process. In the development of a values statement, consider the cultural norms and beliefs of all stakeholders (e.g., customers, employees, shareholders, and the community). Incorporate actions to align actual and preferred behaviors.

Vision Statement

The quasitatively driven vision statement encompasses the organization’s potential-oriented desires. A vision statement describes the direction in which the organization is planning to go. The vision precedes the development of the values statement, which addresses the purpose of the organization’s mission statement. This area is a collection of the mission and value statements. In order to seek motivation for the organization’s desires it must reveal how its potential is related to its past and its present. Soliciting innovative thinking, development of the organization’s vision can yield the most interesting statement formulation process. The organization’s vision may provide a motivational tool provided its ideology represents activities to which the organization can realistically aspire. It is how you envision your company to look three or four years down the road. Your vision should state where your company is headed, and should be vivid and memorable. It should capture the ideal future of your company.

Figure 1 depicts the progressive interrelationship among the mission, values, and vision statement development, moving through the quantitative, qualitative, and quasitative inquiry approaches. The organization’s values both lead and are equally a part of the statements development venture.

Figure 1. Mission, Values, and Vision Statement Development Progression

Application

Objectives statements are at the center of the organization’s decision making process. All organizational decisions are based on its mission, values, and vision statements. Applying the strategic directions for the U.S. National Archives and Records Administration (NARA) housed at Archives.gov as an example, the following is a before and after approach in applying the trio of epistemological approaches.

Before

Mission Statement

NARA’s mission is to ensure, for the citizen and the public servant, for the President, and for the Congress and the Courts, ready access to essential evidence.

Values Statement

To succeed in our mission, all of us within NARA need to value the following:

· Risk-taking: experiment, take chances, try new ways, learn from mistakes, be open to change

· Communication: propose ideas, dialogue with others, develop trust, and act openly, honestly, and with integrity

· Commitment: be responsible, accountable, and always willing to learn

· Loyalty: support the mission, help fellow workers, proceed as a team, and recognize that our government and our people truly need our service

Vision Statement

The National Archives is a public trust on which our democracy depends. We enable people to inspect for themselves the record of what government has done. We enable officials and agencies to review their actions and help citizens hold them accountable. We ensure continuing access to essential evidence that documents:

· the rights of American citizens

· the actions of federal officials

· the national experience

To be effective, we at NARA must do the following:

· determine what evidence is essential for such documentation

· ensure that government creates such evidence

· make it easy for users to access that evidence regardless of where it is, where they are, for as long as needed

· find technologies, techniques, and partners worldwide that can help improve service and hold down cost

· help staff members continuously expand their capability to make the changes necessary to realize the vision

After

Mission Statement

[What previous experiences drive this mission statement, meaning what has happened in the organization's measurable past that has impacted the mission of the organization?]

The U.S. National Archives and Records Administration (NARA) is a public trust on which our democracy depends. NARA’s mission is to ensure that citizens and public servants, the President, Congress, and the Courts have ready access to essential evidentiary documentation. We enable people to inspect for themselves the record of what government has done. We enable officials and agencies to review their actions and help citizens hold them accountable.

Values Statement

[What current beliefs drive this values statement, meaning what is happening in the organization's observable present that is impacting the values of the organization?]

To succeed in our mission, all of us within NARA need to value the means to accomplish our ongoing responsibilities through:

· Risk-taking: experiment, take chances, try new ways, learn from mistakes, be open to change

· Communication: propose ideas, dialogue with others, develop trust, and act openly, honestly, and with integrity

· Commitment: be responsible, accountable, and always willing to learn

· Loyalty: support the mission, help fellow workers, proceed as a team, and recognize that our government and our people truly need our service

Vision Statement

[What future desires drive this vision statement, meaning what will happen in the organization's imaginable potential that will impact the vision of the organization?]

Our vision at NARA is to ensure continuing access to essential evidence that documents the rights of American citizens, the actions of federal officials, and the national experience. We hope to be progressively effective in our responsibility to determine what evidence is essential for the necessary evidentiary documentation and ensure that government creates such documentation. We will seek to continually make it easy for users to access the necessary evidence, regardless of where it is or where they are, for as long as needed. We will be innovative in finding the necessary technologies, techniques, and partners worldwide that can help improve service and hold down cost. We will help staff members to continuously expand their capability to make the changes necessary to realize our NARA vision.

Sources

Visit the Q3 Inquiries Library.

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