ORGANIZATIONAL

DIAGNOSIS
C
Diagnosis –An Introduction
• This is the first step and
• the most important and critical element in OD process
• A systematic approach to understand the present state of affairs of the organization
• To specify and identify the exact nature of problems, its causes and way forward
• Provides a rigorous analysis and data on the structure , administration, instruction,
procedure, interfaces and other essential elements of the client system
• This provides a basis for other interventions – structural, behavioral or technical
interventions.
Definition – Diagnosis
• Organizational diagnosis is the collection of data about the total system , its
subunits , its processes and its culture .
• Diagnosis can start at various levels:
• Total organization
• Large subsystems
• Small subgroups
• Between-organization systems
Diagnostic process
Step -1-
Tentative problem areas identified

Step -2 Step 3 Step-4

Collect Data Analyze data Data Feedback

Step -5 -Problem
More Data needed areas identified

Step -7 - Diagnosis – work on Yes Step-6 –Client

problems , causes. Result is Target motivated
change to work on problem

No
No Change at present
 Diagnostic Models
• The conceptual framework that the OD practitioners use to assess an
organization are referred to as diagnostic Models ( Nadler 1980).
• In a survey of 245 OD practitioners, it was found that 75% of them used
a model for diagnosis.
• These models play a critical role in Organization’s development program
• These models are used for better understanding of culture, structure and
behavior of the organization and its subsystems
 Some Diagnostic Models
• The Analytical Model
• Emergent group behavior Mode(EGB Model)
• The Sociotechnical Systems Model
• The Force Field Analysis Model.
• Weisbord’s Model for Organizational Diagnosis
 The Analytical Model
• Referred to as the differentiation- integration model
• Developed by Pawl Lawrence and Jay Lorsch 1969
• Stresses on the importance of a sound analytical diagnosis for a planned change
• It was developed to study and understand the interdepartmental issues
• The various tasks that the units work on can be examined with respect to :
• 1) the degree of department structure
• 2) the orientation of members
• 3) the interpersonal orientation of members towards others and
• 4) organizations members orientation towards goals.
The investigation of these four characteristics provides a basis for structural or
educational interventions in the client system
The Emergent Group Behavior Model (EGB Model)
• Based on the work of George Homans in1950
• Provides a conceptual scheme for analyzing behavior in work group with the focus on
interdependence of the groups.
• This model lays emphasis on a complex pattern of behavior consisting of:
- activities ,
- interactions,
- sentiments and
- Norms that develop from the set of behaviors and relationships required to perform the
work of the group.
This model is used in understanding how the group operates and is used to gather
observation and information of these four characteristics and uses these data to diagnose
problems among or within groups
 The Sociotechnical Model
• By Emery Trist in 1954
• Used to analyze the organization as a sociotechnical system and its interaction with the
external environment.
• According to Trist and his colleagues there exists in the organization a social system
consisting of the network of interpersonal relationships and a technological system
consisting the task , activities and tools used to accomplish the basic purpose of the
organization.
• These two systems – the social and the technological system are interrelated and
interdependent .
• The diagnosis determines how these systems interrelate and particularly the type of
feedback or lack of feedback between the various sub systems
Force Field Analysis Model
• Kurt Lewin in1974
• Lewin views the organizational behavior not as a static pattern but as a dynamic
balance of forces working in opposite directions
• In any orgn. There are forces that push for change as well as those hinder change
• Those forces acting on the organization to keep it stable are called restraining forces
and put pressure on the organization not to change
• Opposite forces called driving forces put pressures on the organization to change
• If the forces of change and the forces against change are equal the result is an
equilibrium and remains stable
• Change takes place when there is an imbalance b/ w the forces
Kurt Levin’s force field theory
Marvin Weisbord Model
• Dr. Marvin Weisbord proposed this theory
• in his paper “Organizational Diagnosis : Six place to look for trouble
with or without a theory “ 1976
• An organization need to be examined with regard to following:
• 1) Fit b/w organization and environment
• 2) fit b/w individual and organization
• Six boxes – purpose, structure , rewards , helpful mechanisms,
relationships and leadership
 The Six-Box model of Marvin .R. Weisbord
for organization diagnosis
3 types – Goal Clarity
People – peer & boss- subordinate Goal agreement
- Units doing different tasks Purpose
- People & their technologies
What business are
We in?
Relationships
How we manage Structure
conflict- people How we divide
Leadership the work?
Technologies?

Helpful mechanism Rewards

Planning
How are we
Budgeting
Coordinating
Do all tasks have Compensation package ,
Control incentive systems etc.
measurement Technologies? Incentives?
Methods of Obtaining diagnostic information

• Using Available Information – Secondary Data

• Observation
• Interviewing
• Questionnaires