ABSTRACT
Because all the interviews and the workshops had collected information under a standard set of headings, the material was roughly categorized to start with. There was still a lot of work to be done in sub-dividing it further, bringing related responses together, and identifying similarities and differences in the experiences reported, but the main structure of the report was there. The project manager applied her knowledge of the organization to this task. In the course of it, she identified small beneficial changes that could readily be made without waiting for the end of the audit. She and the consultant looked for particularly significant issues, which suggested either a damaging gap between ‘What is’ and ‘What should be’, or instances of good practice that exemplified what should be happening.
