In an attempt to quickly solve the problem that may have existed for quite some time, both managers and consultants are tempted to take a shortcut through the data gathering process, assuming that the information available is sufficient. However, managers and other decision makers run serious risks if they eschew diagnostic inquiry and systematic decision making altogether when uncertainty and pressure for quick action intensify.

There are three reasons why consultants should take data gathering seriously. First, good data collection generates information about organizational functioning, effectiveness, and health. Second, data collection can be a force that can spark interest in change. It can bring organizational members together on a common definition of the situation that they can then agree to change.

Finally, practitioners who do data collection well can continue the process of relationship-building between the consultant, their internal partners, and the organization. The change agent has the opportunity to meet organizational members, demonstrate empathy and credibility by focusing on individuals and their perspectives, and develop cooperative and trusting relationships so that the practitioner can help the organization to change.