The OD Consultant

The Diagnostic Process

Organization Diagnosis
Aimed at providing a rigorous analysis of data on the structure, administration, interaction, procedures, interfaces and other essential elements of the client system. If organization change is to be effective, it must be based on a specific diagnosis of the problem.

The areas of diagnosis

Various sub elements that make up the organization : Divisions, departments, products and relationships between the interacting elements. Organization Processes: Communication networks, team problem solving, decision making, leadership and authority styles, goal setting and planning methods and the management of conflict and competition.

The Process
Data gathering Interpretation Identification of problem areas Potential action programs Gathering data based on the preliminary problem: categorization, analyzed and presented to client Client and consultant jointly diagnose and identify likely problem areas. Level of client motivation assessed Target systems are identified Change strategy is defined Results are monitored.

Performance Gap
The difference between what the organization could do by virtue of its opportunity in its environment and what it actually does in taking advantage of this opportunity. May be characterized by ineffective performance among internal units or emerge because of competitive changes or innovations.

Self assessment version of gap analysis

The organizations strengths What can be done to take advantage of these strengths? The organizations weaknesses What can be done to alleviate these weaknesses?

Diagnostic Models
The analytical model: To study and understand interdepartmental issues factors: degree of department structure, time orientation of members, interpersonal orientation of members, members orientation towards goals The emergent group behavior model: Analysis of behavior in work groups, particularly the interdependence of groups. The behavior may or may not lead to greater productivity. Management consulting model: Basic planning, general business practices, finance, advertising and promotion, market research, personnel The sociotechnical systems model: organization as a sociotechnical system interacting with the external environment. Organization consists of a technical system that interacts with social system. Diagnosis studies how these systems integrate. Cause maps and social network analysis model: cause maps are mathematical representations of perceived causal relationships among variables. Important factors are speed, frequency, quality, morale are determined by GDs and relationships and interdependencies between these are established. The force field analysis model: Kurt Lewin Restraining forces and driving forces. If equal, the organization is in equilibrium. Change takes place when there is disequilibrium.

Restraining forces

Driving forces

The data collection process

The definition of objectives The selection of factors culture, values, communication systems, teams, vision, mission sharing, power and status distribution(hard data like production reports, budgets, turnover ratios) The selection of data - gathering method: Secondary sources of data, employee surveys, direct observation, interviews

The implementation of the Program

From whom will the data be obtained and how many? Designing, printing, distributing and collecting the data collection instrument. Pilot study conducted first. Confidentiality a critical issue.

Analysis of Data
What is the type and volume of data? Statistically? How to code? Computer?

Effectiveness of Data Collection

The validity of data The time to collect data The cost of data collection The organization culture and norms The Hawthorne effect in data collecting

Red flags in the diagnosis

Confidentiality The over diagnosis never get to the implementation stage The crisis diagnosis only short term and conspicuous problems The threatening and overwhelming diagnosis The consultants favorite diagnosis The diagnosis of symptoms May think turnover is the problem when looking at high turnover. poor performance, poor supervision may actually be the problem.

Overcoming resistance to change

Phases Phase 1: There are very few people who accept change and are ridiculed Phase 2: forces for and against the change become identifiable Phase 3: Direct confrontation and showdown between pro and con underestimation of resistance Phase 4: If supporters are in power, the others are seen as a nuisance. They may still grow in numbers by mobilizing Phase 5: Now the resisters are few and alienated like the proponents were in the first place. Examples are verbal disagreements, reluctance, questions etc.

Managing change forces

Advocates of change Degree of change Time frame Impact of culture Evaluation of change

A change model
1. 2. 3. 4. Minor change, minor impact on culture Minor change, major impact on culture Major change, minor impact on culture Major change, major impact on culture

Driving forces towards acceptance of change program

Dissatisfaction with the present situation External pressures toward change Momentum toward change Motivation by the consultant

Restraining forces blocking implementation of change programs

Uncertainty regarding change Fear of the unknown Disruption of the routine Loss of existing benefits Threat to position power Threat to security Redistribution of power Disturb existing social networks Conformity to norms and culture

Strategies to lessen resistance

Education and communication Create a vision Participation of members in the change program Negotiation and agreement Leadership Reward systems Explicit and implicit coercion Climate conducive to communications Power strategies