1. Lecture 5 Diagnosis for change
Change Management
Lecture 5
Diagnosis for change

2. Diagnostic tools
The image of the change manager impacts the types of tools that may be used.
The different images highlight the range of reasons why tools like these may be utilized – they illustrate the numerous ways change can be interpreted.

3. Advantages of using diagnostic tools1
Simplifies a complex situation.
Identifies priorities for attention.
Highlights interconnectedness of various organizational properties (e.g., strategy and structure).
Provides a common “language” with which to discuss organizational characteristics.
Provides a guide to the sequence of actions to take in a change situation.
1 Source: Burke (2002)

4. Grouping Modeling Organizations Component Analysis
Six box, 7-S, Star model, congruence
Burke-Litwin, Four-frame, Diagnosis by image
Component Analysis
PESTEL, Scenario Analysis, Gap Analysis, Elements of Strategy, Strategic Inventory
Newsflash, cultural web, structural dilemmas, boundaryless orgs
Diagnosing Readiness
Readiness survey, support for change, reconfigurability
Stakeholder analysis, force-field analysis

5. Model Selection Questions
Which change styles tend to use each of your models?
What are the strengths of each model in your grouping (vis-à-vis each other and the overall purpose)? What are the limitations?
When could you see yourself using a particular model?
What change situations? When With whom?
Which model would you be most likely to use? Least likely to use? Why?
Give an example of how your favourite model could improve change effectiveness.

6. Boeing Case Study (in groups)
Select one or more diagnostic models that you believe provide a framework that succinctly identifies the key factors at the center of the Boeing decision
Explain your choice of models
Explain the Boeing situation in the terms of your selected model(s)