Professional Documents
Culture Documents
x? What are the mechanisms involved in deriving Dx? What is the value/utility of a Dx? (nomenclature) What is the Reflective Learning model & how is it used? Consider the models: McKinsey 7S, Weisbord 6-box, etc what do they have in common? What is Systems Theory & how is it used? Team Task: Analyze and draw a systems model of an organizational problem showing mechanisms & possible intervention points
doctor-patient model:
a consultant or team of consultants are brought in by executives to "look them over," much as a patient might go to the doctor for an annual physical. The consultants are supposed to find out what is wrong with which part of the organization, and then, like a physician, recommend a program of treatment.
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
Process consultation, by contrast to both of these models, focuses on joint diagnosis, and the passing on to the client of diagnostic skills. The key assumption is that the client sees the problem for himself, shares in its diagnosis, and is actively involved in generating a remedy.
Edgar Schein
Organization Diagnosis
1. Think of visiting your health care, computer or auto mechanic professional. What is a diagnosis? 2. What does s/he do to diagnose (Dx) your condition? 3. What are the uses/purposes of a Dx; What does it allow you to do? 4. What, therefore, are the criteria for a sound Dx? 5. How is a diagnosis derived?
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
Complete the initial OD stages of scouting, contracting, etc. Identify the areas of primary focus: key result areas, mission critical, etc. Gather information (survey, hard data, perceptions, judgments, etc.) Organize and present information to stakeholders Explore interpretations what do these reflect? What do you think it means? Action what do you want to do about it?
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
Identify area of concern & associated Involve client system in survey Gather data Analyze data to contrast with beliefs Present to client group Use Reflective Learning Model to identify discrepancies explore interpretations consider interventions implement beliefs construction
Organizational LifeLine
Community Wilson Policing Death Sokolov field CLEFS FTO Program Grant training model 1982 1992 2002----? Waller Lyons Militich Early OD Mandatory 12-hour Admin Admin Admin efforts Domestic shifts Equipment New hopes arrest Vests Balance Automatics Support Training Spouse support Women Officers Uniform, promotion
PreReferral Assessment Assessment Assessment Assessment Discharge placement intake Week 1 Week 2 Week 3 Week 4
Outcome Criteria: timeliness accuracy thoroughness integrated consistency relevant to purpose pride in product & process
Process backward reconstruction: what must precede this? what is done at each stage? what is the value of that task (criteria)? where are the bottlenecks?
Dx-Tx considerations: identify the key problem identify linkages trace multiple linkages identify barriers to solution explore removing barriers
The Problem
What influences it? What influences it? What influences it? 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?
necessarily related to the solution focusing on the problem can reinforce it complex problems require a shift in frame trying to remove problem elements may elicit resistance absence of a problem does not mean high level functioning many solved problems simply maintain the status quo
emphasizes second-order change utilizes ongoing change makes distinctions that make a difference provides goal well-formedness (clear favorable outcome; S.M.A.R.T goals)
Appreciative Inquiry
1. Discovering what works 2. Understanding how it works 3. Amplifying and transferring what works
The
Learning History
Learning History: series of short stories recounting particular episodes. Segments below focus on dilemmas, questions, & anecdotes within these stories. Full Column Prologue: derived from significant and noticeable results of the events for the organization & participants Left Column: commentary, insights, comments, reflections & perspectives brought forward to consider the implications of the story Right Column: The personal stories from different groups of stakeholders (identified by role)