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. Diagnostic models Six-box organizational model 7-S framework
Star model
Congruence model
Burke-Litwin model
Four frame model
Diagnosis by image
PESTEL framework
Scenario analysis
Gap analysis
Elements of strategy
Strategic inventory
Newsflash exercise
Cultural web
Stakeholder analysis
Forcefield analysis
As a group, allocate each model to one (or more) images of change.
Which models were hard to understand?

5. Questions (in pairs)
Have you improved your knowledge of available diagnostic tools and models by reading this chapter?
Do you feel that you could apply them when necessary?
If you were to select two or three favourite tools/models, which would they be and why?
To what extent do your images of change influence which diagnostic tools you are most comfortable using or see as most relevant?
What tools are missing that you would like to see?

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)