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

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

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

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

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

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

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

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

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

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

The 5 Levels of IM Process Maturity

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