• OD Diagnosis • What does it mean: “Dx is Tx”? • What is the traditional OD approach to Dx? • What are the mechanisms involved in deriving Dx? • What is the value/utility of a Dx? (nomenclature) • What is the Reflective Learning model & how is it used? • Consider the models: McKinsey 7S, Weisbord 6-box, etc– what do they have in common? • What is Systems Theory & how is it used?
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• OD Diagnosis• What does it mean: “Dx is Tx”?• What is the traditional OD approach to Dx?• What are the mechanisms involved in deriving Dx?• What is the value/utility of a Dx? (nomenclature)• What is the Reflective Learning model & how is it
used?• Consider the models: McKinsey 7S, Weisbord 6-box,
etc– what do they have in common?• What is Systems Theory & how is it used?
• Team Task: Analyze and draw a systems model of an organizational problem showing mechanisms & possible intervention points
a consultant or team of consultants are brought in by executives to "look them over," much as a patient might go to the doctor for an annual physical. The consultants are supposed to find out what is wrong with which part of the organization, and then, like a physician, recommend a program of treatment.
doctor-patient model:
Expert information and/or service is being bought by the client. For a successful outcome, this model depends on:
1. whether the manager has correctly diagnosed his own needs
2. whether he has correctly communicated these needs to the consultant
3. whether he has accurately assessed the capability of the consultant to provide the right kind of information or service
4. whether he has thought through the consequences of having the consultant gather information, and/or the consequences of implementing changes which may be recommended by the consultant."
Exchange model:
Process Consultation
Process consultation, by contrast to both of these models, focuses on joint diagnosis, and the passing on to the client of diagnostic skills. The key assumption is that the client sees the problem for himself, shares in its diagnosis, and is actively involved in generating a remedy.
Edgar Schein
1. Think of visiting your health care, computer or auto mechanic professional. What is a diagnosis?
2. What does s/he do to diagnose (Dx) your condition?
3. What are the uses/purposes of a Dx; What does it allow you to do?
4. What, therefore, are the criteria for a sound Dx?
5. How is a diagnosis derived?
OrganizationDiagnosis
The diagnostic process
Level 1: raw data
Level 2: concepts & constructs
Level 3: conceptual description (the explanation)
Level 4: diagnostic label
e.g., conflict, leadership, norms, roles, communication channels, decision style, etc.
e.g., Transition adjustment reaction with emphasis on role diffusion
e.g., during organizational transition, stakeholder roles have become diffused, resulting in role overload, role conflict, and role boundary disputes. These in turn have led to increased anxiety about the future and lowered productivity.
e.g., observations, statements, survey, archived data, etc.
Dx is Tx
1. Common focus
2. Identification and examination of key factors
3. Exploration of relationships among factors
4. Gap analysis: development of cognitive dissonance
5. Reflective learning: awareness leads through the cycle
6. Mechanism: the process is the corrective mechanism for current and future problems
The OD process of deriving a diagnosis entails activation of the same organizational mechanisms required for intervention
Exception Question Sequence:• 1. When don't you have that problem? • 2. What's different about those times? What occurs instead? • 3. How can that be made to occur more often? Who needs to do what? • 4. How will you begin to notice that the problem is being solved? What will be different?
Miracle Question Sequence: • 1. If a miracle occurred tonight, and when you woke up tomorrow the problem was solved, what would be the first just noticeable indication that things were different? • 2. What will have to be different for that to begin happening? • 3. When does that already happen, even if only a little? Who will have to do what to make that happen more? • 4. What will be an indication to you and others that the problem is really solved?Coping Question Sequence: • 1. Why aren't things worse than they are? • 2. What are people doing to prevent things from getting worse? • 3. How are those things helpful? What else would be helpful? • 4. What needs to happen for those things to continue?
Pessimistic Question Sequence: • 1. What do you think will happen if things don't get better? • 2. What will happen after that? What next? Then what? • 3. If the problem solvers start to become more optimistic (or at least dissatisfied with their negative premonitions), shift to the constructive question sequences above.
Discovery-- Appreciating what energizes; what is most valued? High points of career? Core factors and vitality of the organization?
Dream-- Imagining what might be; interview, discuss, obtain stories to enhance the collective sense of what might be possible
Design-- Determining what will be; create propositions related to the purpose; establish commitments to plans
Delivery-- Creating what will be; group, team, and community collaboration to make it happen
Learning History
Learning History: series of short stories recounting particular episodes. Segments below focus on dilemmas, questions, & anecdotes within these stories.
Right Column: The personal stories from different groups of stakeholders (identified by role)
Left Column: commentary, insights, comments, reflections & perspectives brought forward to consider the implications of the story
Full Column Prologue: derived from significant and noticeable results of the events for the organization & participants
Team Diagnostic Activity
• Teams identify and discuss an OD case (at least one member must be very familiar with the case– your client)
• Identify the “problem” context
• Discuss the relationships among key variables relevant to “the problem”
• Draw a “systems model” that shows the connections among events (include feedback loops)
• What is it about the structure/processes that enables “the problem” to arise and maintains it?
• Where are the intervention points implied by this conceptualization?