Mang6254DIAGNOSISINTERVENTION4April2017VIDEO2.ppt
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April 11, 20222022Dialogic2.ppt
April 11, 2022MANG6254
Organisational Diagnosis and Interventions
Organisational Diagnosis and Interventions
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Organisational Diagnosis and Interventions
Mental Models
Organisational Diagnosis and Interventions
Organisational Diagnosis and Interventions
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Descriptive models
With descriptive models, the role of the OD practitioner is to illuminate “what is” for the client, and “what could be”.
Within descriptive models, contingency theorists
argue that the OD practitioner facilitates change only, not focus. The client determines the direction of change and the OD practitioner helps the client get there.
Most diagnostic models fit under the “descriptive” category. Examples include:
McKinsey: 7-S Model
Nadler and Tushman: Congruence Model
Types of Assessment and Diagnosis
Organisational Diagnosis and Interventions
Skills
Style
Shared values
Strategy
Staff
Structure
Systems
Source: Peters and Waterman (1982)
The skills and experience that the org needs and possesses
How the organisation plans to win; the logic of how it competes
The unshakeable beliefs of the organisation
The people in the org –satisfaction, motivation, retention, productivity, number, age, gender,…
The systems in the organisation.
The style of senior management , “The way we do things around here”
Hierarchy levels; the way people, tasks, responsibilities and accountabilities are organised.
Descriptive Models
e.g. McKinsey 7S Model – assessing organizational effectiveness
Organisational Diagnosis and Interventions
Organisational Diagnosis and Interventions
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Organisational Diagnosis and Interventions
Normative Models
With normative models, the practitioner recommends specific directions for change, prior to the diagnosis – the “one best way of managing.”
Examples include:
Blake and Mouton’s Grid [Concern for People/Concern for Productivity 9, 9].
Yet other diagnostic approaches include a psychoanalytic approach to the client system.
Types of Assessment and Diagnosis
Organisational Diagnosis and Interventions
Diagnosis: Establishing Reality of Stretch – Exploring Options
Organisational Diagnosis and Interventions
Action Plan
Change Vision
Current Reality
Tension
Resolution
Fritz Model
Scope of Diagnosis
- What are the factors that influence the way in which organisations work and how people behave?
Organisational Diagnosis and Interventions
Factors Impacting on Performance and Behaviour at Work
Individual Performance and Behaviour
Management
Style
Management
Processes
Values
Selection
Development
Promotion
Resourcing
Organisation
Reward
Appraisal
Careers
Culture
Strategy
Communication
Organisational Diagnosis and Interventions
External Context
External Context
Organisational Diagnosis and Interventions
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Organisational Diagnosis and Interventions
Levels of Assessment and Diagnosis
- Organisation
- Group
- Individual
Organisational Diagnosis and Interventions
What is (considered) data?
Organisational Diagnosis and Interventions
Methods for Diagnosis
What is (considered) data?
- Signs
- Signals
- Clues
- Facts
- Statistics
- Opinions
- Assumptions
- Or an aggregation thereof!?
Organisational Diagnosis and Interventions
Types of Data
- Hard and Soft (Even Harder!!!) Data
Organisational Diagnosis and Interventions
Critical issues when deciding on methods for diagnosis
- Keep it simple!
- Participation and involvement
- Sense of urgency
- Measure what needs measuring
- Not everything that can be counted counts, and not everything that counts can be counted.
Albert Einstein, Physicist - “We tend to overvalue the things we can measure and undervalue the things we cannot.” – John Hayes
Organisational Diagnosis and Interventions
Critical issues when deciding on methods for diagnosis
BUT
- “What gets measured gets managed” – Peter Drucker
NEVERTHELESS
- We should use “…statistics as a drunken man uses lamp posts – for support rather than for illumination” – A Lang
and
- “If you don’t know how to ask the right question you discover nothing” – W E Deming
Organisational Diagnosis and Interventions
