Professional Documents
Culture Documents
Organizational Diagnosis
Organizational Diagnosis
doctor-patient model:
Exchange model:
Expert information and/or service is being bought by
the client. For a successful outcome, this model
depends on:
1. whether the manager has correctly diagnosed his
own needs
2. whether he has correctly communicated these
needs to the consultant
3. whether he has accurately assessed the capability of
the consultant to provide the right kind of information
or service
4. whether he has thought through the consequences of
having the consultant gather information, and/or the
consequences of implementing changes which may be
recommended by the consultant."
Process Consultation
Edgar Schein
Organization
Diagnosis
Dx is Tx
1. Common focus
2. Identification and examination of key
factors
3. Exploration of relationships among
factors
4. Gap analysis: development of cognitive
dissonance
5. Reflective learning: awareness leads through the cycle
6. Mechanism: the process is the corrective mechanism for
current and future problems
The OD process of deriving a diagnosis entails activation of the
same organizational mechanisms required for intervention
Lewins FFA
McKinsey 7-S model
Gelinas-James Model
Weisbord 6-box model
Systems theory
etc
Paradigm Effect: The
model you use will help
you find some things but
will prevent you from
seeing others
Weisbord 6-Box Model
Force-Field Analysis
Instrumented Feedback
Diagnosis is treatment
Fishbowl
The Fishbowl Technique
What to observe:
communication
power & influence
roles
conflict
norms
decision making
problem solving
leadership
goal clarity
task/maintenance
Debriefing
share observations
explore interpretations
consider application
Survey Feedback
Gather data
identify discrepancies
explore interpretations
consider interventions
implement
beliefs
construction
Organizational LifeLine
Women Officers
Uniform, promotion
Community
Wilson Policing
Death
Sokolov field CLEFS
FTO Program
training
Grant
model
1982
1992
2002----?
Lyons
Waller
Militich
Early
OD
Mandatory 12-hour
Admin
Admin
Admin
efforts
Domestic
shifts
Equipment
New hopes
arrest
Vests
Balance
Automatics
Support
Training
Spouse support
Process
timeliness
accuracy
thoroughness
integrated
consistency
relevant to purpose
Gelinas-James
Elements of Organizations Model
Burke-Litwin Model of
Organizational Performance
and Change
Dx-Tx considerations:
identify the key problem
identify linkages
trace multiple linkages
identify barriers to solution
explore removing barriers
What
influences
it?
What
influences
it?
What
influences
it?
What
influences
it?
The
Problem
What prevents
it from being
solved?
What
influences
it?
http://www.acm.org/sigchi/chi97/proceedings/poster/mil.htm
whats wrong?
how did it happen?
how can we fix it?
fix it!
did we fix it?
Appreciative Inquiry
1. Discovering what
works
2. Understanding
how it works
3. Amplifying and
transferring what
works
The
Learning
History