Implementing Organizational

Change: Theory and Practice

Bert Spector

Chapter 3

Organizational
Diagnosis

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Levels of Diagnostic Focus

Individual Are jobs designed in such a way as

to enhance commitment and
creativity on the part of jobholders?

Group Do work and problem-solving teams

function with the dynamics required
of top team performance?

Do the multiple units and elements

Organizational of the organization work in a
synergistic way to maximize overall
performance?

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Principles for
Organizational Diagnosis
Systemic focus Target organizational system
Focus on interactions

Consultant facilitated Special training

External perspective
Facilitation skills

Client-oriented Employees participate in all stages

to build commitment and
competency

Honest conversation Requirements of shared dialog:

Mutuality, reciprocity, advocacy,
inquiry

Psychological safety Active steps taken to overcome

climate of organizational silence

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Diagnostic Matrix
Evaluate for Alignment or Misalignment

Strategy Structure Patterns of

and Design Behavior

Purpose Does strategy Do the design and Does purpose create

forward purpose and structure enhance or pride and
respond to changes detract from goals? commitment?
in marketplace?

Business Model Is business model Do design and Do employee

congruent with structure support the behaviors support
strategy? business model? business model?

Industry analysis Is the strategy Does the structure Are behavior patterns
sustainable within the focus the activities consistent with
industry? toward the requirements of
marketplace? outstanding
performance

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Prerequisites for
Participation in Dialogue
Belief that others have the
Mutuality
capacity and desire to learn

Believe they have something

Reciprocity
to learn from others

Willingness to reveal
Advocacy
positions and assumptions

Openness to questions and

Inquiry
challenges by others

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Power Equalization Steps
Removing hierarchical barriers that create distance
Delayering and distort communications

Pushing down decision making to close gap

Decentralizing between decision makers and “doers”

Egalitarianism Removing external “artifacts” of status differentials

Third-party Structuring effective “rules-of-engagement” around

facilitation feedback and dialogue

Inserting voice from multiple levels, both vertical

Representation and horizontal

Teamwork Building shared purpose and mutual responsibility

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Data Collection Methods
Questionnaires:
 Reach large numbers of employees
 Fast
 Anonymous
 Used for benchmarking

 Based on preconceived ideas

 Can over simplify complex issues
 Does not expose root causes
 Does not create commitment

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Data Collection Methods
Diagnostic interviews:
 Collect rich data
 Begins process of dialogue
 Teaches communication skills

 Requires investment in training interviewers

 Data hard to summarize or quantify
 Lacks anonymity

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Data Collection Methods
Behavioral observation:
 Work-based behavior as data
 Data rich and deep on interactions
 Reveals underlying emotions

 Observation will impact behaviors

 Time consuming
 Requires highly skilled observers

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Organizational Diagnosis

Yes!

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Organizational Diagnosis

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Organizational Diagnosis

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Organizational Diagnosis
The “Climate of Silence”:

Discourages subordinates from

speaking up.

Discourages bosses from seeking

feedback.

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Organizational Diagnosis
Power distance:

 inhibits openness and risk taking

 distorts communication

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The following are optional slides to
consider including in Chapter 3

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Learning Objectives
 Describe the role of diagnosis in assessing
behaviors and values and in creating
dissatisfaction with the status quo.
 Offer a systemic framework for guiding
diagnosis.
 Explore ways to overcome the “climate of
silence” that blocks open, candid dialogue.
 Provide the key ingredients of a diagnostic
intervention.

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Key Terms
 Diagnosis: process of learning
about the dynamics of the
organization in order to take action
intended to improve performance.

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Key Terms
 Dialogue involves a structured,
collective discussion among two or
more parties without a predetermined
outcome.

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Key Terms
 Organizational silence: the lack of
truthful dialogue in organizations.

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Key Terms
 Feedback: the process of receiving
information focused on the
effectiveness of one’s actions and
performance.

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