Professional Documents
Culture Documents
DIAGNOSING
Diagnosing is gathering data, identifying issues, exploring
opportunities, informing choice, pre-empting change, examining
system/sub-system linkages, making implicit information explicit,
categorising parts, creating common dialogue, developing pictures,
creating metaphors
Pictures
Dialogue
Systems
Data
Choice
Knowledge
Expectations
of impact
on outcomes
Generation
of energy
Counterproductive
behaviour
Expectation of
how data will be
used
Past experience
of change managers
use of data
Perceived contract
with data-collector
Holistic models
External
environment
Leadership
Mission
and
strategy
Structure
Organizatio
n
culture
Management
practices
Systems
(policies
and
procedures)
Work unit
climate
Tasks and
individual
roles
Motivation
Individual
needs and
values
Individual and
organizational
performance
Holistic models
External
environmen
t
Leadership
An important
dynamic of the whole
system concerns the
nature of the
interactions between
the component parts.
Mission
and
strategy
Structure
Organizatio
n
culture
Management
practices
Systems
(policies
and
procedures)
Work unit
climate
Tasks and
individual
roles
Individual
needs and
values
Motivation
Individual and
organizational
performance
Transformations
Social Component
Technological
Component
Outputs
Goods
Services
Ideas
Feedback
Source Waddell, Cumming and Worley (2007) Organisation Development & Change. Thomson, South
Melbourne Australia
DIAGNOSTIC MODEL 1
At the Organisation Level
Inputs
Genera
l
Environ
ment
Uncertainty in
social,
technological,
economic ,
ecological and
political forces
Industry
Structure
Five forces
suppliers, buyer,
threats of entry,
threats of
substitutes and
rivalry among
competitors
Design
Components
Strategy
The way a company uses its
resources human economic or
technical to gain and sustain
competitive advantage
Outputs
Organisati
on
performan
ce
Productivity
Stakeholder
satisfaction
ROI, Profit
Innovative
Culture
Inputs
Things that
will influence
the change
Environmental Forces
(PESTEL)
Other forces that dictate
rivalry e.g. power of
buyers)
Other competitors
Design
Components
Things that
may actually
need to change
Strategy (vision, mission,
intent, operational plans)
Technology (e.g. processes,
production)
Structure (e.g. type, local or
global,
differentiation/integration)
Measuring data (how will
we interpret it)
HRM (which skills, R&S,
motivation, rewards,
training)
Culture (e.g. values, beliefs)
Outputs
Result of
change & what
improves/
changes?
Organisational
Performance (e.g.
ROI)
People Performance
(e.g. New skills,
turnover rate)
Marketing
Performance (e.g.
Brand improvement,
new customers)
Productivity (e.g.
turnover per
employee)
Stakeholders (e.g.
shareholders,
bankers)
Input
Environmental Forces
Other forces
Other competitors
The Context
A famous old retailing
clothes company has lost 10
% market share down from
30% in 5 years. It needs to
reconstruct a new vision, a
plausible future, map current
& future external pressures,
examine future customers &
innovations, assess its
current capabilities against
the new ones required &
move towards the new vision
Process
Strategy &
merchandising
Technology
Structure
Measuring data
HRM
Culture
Output
Organisational
Performance
People Performance
Marketing
Performance
Productivity
Stakeholders
Diagnostic Model 2
At the Group or Team Level
Inputs
Design Components
Outputs
Goal Clarity
Organisation
Design
Task
Structure
Group
Composition
Team
Functioning
Group
Norms
Team
Effectiveness
Design
Components
Things that
may actually
need to change
Type of intervention
Level of skills in
interpreting the
environment
Cognitive skills on display
(same also for groups)
Team harmony &
cooperation
Distributed leadership or
one leader
Team/Group conflict
Intergroup conflict
Competing goals & values
across groups/teams
Outputs
Result of
change & what
improves/
changes?
Meets or exceeds
objectives
Members learn more
than acting alone
Rewards
A POSSIBLE INTERVENTION AT
THE TEAM LEVEL
The Context
A large manufacturing plant,
makers of aircraft
components supplying
Boeing, wants to change its
individuals workplace
culture to one represented by
teams, joint problem solving,
and getting people to think
differently. The consultant
comes up against a nonchange culture where
workers sincerely believe
they are just workers not
thinkers.
Input
Communication/involv
ement of consultant
Involvement of
worker/management
Time
Rewards
Process
Team training & micro
groups
Dealing with team
conflicts & attitudes
Changing rewards
Team champions
Output
Greater ownership
Less reworks
Continuous
improvement culture
Higher rewards
Revised work culture
Diagnostic Model 3
At the Individual level
Inputs
Organisation
Design
Group Design
Personal
Traits
Design Components
Outputs
skill Variety
Task
Identity
Task
Significance
Autonomy
Feedback
about Results
Individual
Effectiveness
Design
Components
Things that
may actually
need to change
How we train, on-the-job or
off-the-job, coaching, other
Structure of actual work or job
design (e.g. very little task
significance versus high task
significant & autonomy)
Design of PMS (e.g. does it
close the skills gaps?)
Outputs
Result of
change & what
improves/
changes?
High skilled
individuals
Enhanced motivation
Low absenteeism &
low turnover
The Context
A business-level manager
notices that her workers are
not performing at the level of
interpretation and integration
she desires. She wants them to
think through problems and
be able to develop solutions
before they come to
management. She hopes that
skill-equipping might help
them but has not had good
experiences with in-house
training
Input
Type of training
selected
Who will train?
Which skills? Skill
audit necessary
Process
Creative thinking
with external trainer
Small teams to
practice strategic
thinking
Link to HR to set up
performance monitor
Output
Better individual
decision making
Enhanced cognitive
skills
Increased
communication skills
for teams
COMPONENT MODELS
One approach to
diagnosis is to
start by using
component models
to examine how
the many different
aspects of an
organization are
working.
Mission
and
strategy
Leadership
Management
practices
Organizatio
n
culture
Systems
(policies
and
procedures
)
Structure
Work unit
climate
Tasks and
individual
roles
Individual
needs and
values
Motivation
17
COMPONENT MODELS
... and to combine
these assessments
to build a big
picture of how the
organization is
functioning as a
whole.
Mission
and
strategy
Leadership
Management
practices
Organization
culture
Systems
(policies and
procedures)
Structure
Work unit
climate
Tasks and
individual
roles
Individual
needs and
values
Motivation
18
Social system
KEY ORGANISATIONAL
PROCESSES:
Informational processes
Matter-energy
transporting/converting
processes
Dominant
coalition
Technology
External
environment
processes
Strate
gy
Syste
ms
SuperSuperordinate
ordinate
goals
goals &
&
shared
shared
values
values
Skills
Style
Staff
Source: Pascale & Athos, 1981, The Art of Japanese
Management
INTERPRETATION
Change managers using the McKinsey 7S model can construct a
7S matrix to aid interpretation
Strategy
Structure
Systems
Staff
Style
Shared
values
Skills
Describe
strategy
Strategy/
structure
alignment
Strategy/
systems
alignment
Strategy/
staff
alignment
Strategy/
style
alignment
Strategy/
vales
alignment
Strategy/
skill
alignment
Describe
structure
Structure/
systems
alignment
Structure/
staff
alignment
Structure/
style
alignment
Structure/
values
alignment
Structure/
skills
alignment
Systems/staff
alignment
Systems/style
alignment
Systems/
values
alignment
Systems/skills
alignment
Staff/style
alignment
Staff/values
alignment
Staff/skills
alignment
Style/values
alignment
Style/skills
alignment
Describe
systems
Describe
staff
Describe
style
Describe
shared values
Values/skills
alignment
24
Describe
skills