1. MGMT 410/510 Topics in Organization Development April 15 What’s so Important about Diagnosis? What is Organizational Diagnosis? The Diagnosis Process Data Collection Methods Diagnostic Models

2. What is Organizational Diagnosis? “Diagnosis is the process of making an assessment of the organization to discover the sources of problems and areas for improvement.” Don Harvey & Donald R. Brown

3. What’s so Important about Diagnosis? Enhances an Organizations ability and capacity to change Provides insights beyond perceptions about patterns of behavior and dysfunctions within the organization Helps support continuous improvement

4. Simplicity Visibility Involvement Primary Factors Measure What’s Important A Sense of Urgency Critical Issues in Diagnosis Don Harvey & Donald R. Brown

5. The Diagnosis Process Preliminary Problem Data Collection Data Analysis & Review Sufficient Data? Define Final Problem Statement Problem Analysis Hold Take Action Now? NO YES NO YES

6. Data Collection Methods Secondary Sources of Data Employee Surveys & Questionnaires Direct Observation Interviews Other Techniques

7. Diagnostic Models Relationships: How do we manage conflict among people? With technologies? Helpful Mechanisms: Have we adequate coordinating technologies? Purpose: What business are we in? Structure: How do we divide up the work? Rewards: Do all needed tasks have incentives? Leadership: Does someone keep the boxes in balance? Weisbord’s Six-Box Organizational Model Burke Environment

8. Diagnostic Models Skills Structure Strategy Systems Style Shared values Staffing The 7-S Framework HBR 9-497-045 Hard S’s Soft S’’s

9. Diagnostic Models External Environment Leadership Practices Climate Motivation Culture Systems Mission/ Strategy Structure Needs & Values Requirements & Abilities Burke-Litwin Model of Organizational Performance and Change Feedback Performance Transformational Transactional

10. Capability Maturity Modeling (CMM) What is CMM? –Original CMM was created for software development –Process maturity framework Immature organizations: reactionary, improvised, subjective decision making, missed deadlines Mature organizations: planned work activities, defined processes, performance measures, clearly defined roles/responsibilities, a culture that survives its originators –Evolutionary model for achieving organizational maturity –Based on five distinct levels of maturity Initial Repeatable Defined Managed Optimizing

11. The 5 Levels of IM Process Maturity

12. Choosing the Right Model Pick one that you thoroughly understand and feel comfortable using Select the model that fits the organization Pick the model that gather’s the right data – consider current and future needs Keep it simple