Diagnosis

Diagnosis

Diagnosis definition
1. Collaborative process between organisational members and OD consultants -> collect info., analyse it, draw conclusions -> action planning & intervention
2. specify exact nature of the problem, identify underlying causal forces, provide a basis to select effective and feasible change strat. & tech.
1. Entering process
1. Clarify organisation issue
2. Determine relevant client
3. Assess climate for change
4. Select a consultant
5. Effective contract: clear mutual expectations, time and resources, ground rules
6. Interpersonnal Issues: Client (exposed, vulnerable, lose contrrol) & OD practitioner (expectations, empathy, competency, dependency...)
2. Diagnosis Process:main steps
1. Agreement on the pb, causes, process to use, bring a solution
2. Consultant : not expert, facilitate diagnosis, system needs to learn
3. 1. select a conceptual model for diag.
  1. 2.Clarify info requirements
    1. 3. Choose best way to gather data
      1. 4. Gather information
        5. Analysis
        6. Interpretation
        7. Feedback (essential: receive info & back it up, determine process)
3. Key to effective diagnosis: knowing what to look for, recognize how the levels affect each other
4. Diagnosis Models
1. Describe relationship between different features of the org°, its context and effectiveness
2. Areas to look, Q to ask -> assess how an org° functions
  1. Based on Research findings and consultants' experience
3. Focus on: org° envt (PESTEL), internal alignment (Weisbord), internal and external alignment (SWOT Burk-Litwin)
  1. Open Systems Model: Inputs (info, energy, people) - Transformations (social & technological components) - Outputs (good, services, ideas) => feedback (McKinsey 7S)
    1. Properties of systems: boundaries, feedback, equifinality, alignment/fit
    2. Org° as an organic entity. This model is static but org° are not!
  2. Weisbord's six box model : Purpose, Structure, Rewards, Helpful Mechanisms, Relationships => leadership
  3. Burke-Litwin causal model of organisational performance and change; more complicated to sell, comprehensive model, don't assess leadership
  4. Organisation-Level: Inputs (general env., industry structure) - Design components (technology, strat., HR... -> Culture) - Outputs (Org° effectiveness)
4. Some unstructured analysis
5. Choosing model: relevance to issues, cause & effect relationship, most weight, highlight the right aspects
Dangers
1. confidentiality
2. Over Diagnosis
3. Crisis diagnosis
4. Consultant's favourite diagnosis
5. Diagnosis of symptoms

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