Assignment 1-1

Diagnosing Organizations

Diagnosis covers the collection, analysis, and feedback of information. These steps in

the consulting process are a type of OD intervention. Any action or change affects the

company, its groups, and the individuals in it. This is especially true when the purpose

of action is to generate a picture of reality. Diagnosis is used to assess where an

organization is currently and where it needs or wants to go. Planned change addresses

this gap between the actual and the ideal.

Models and Normative Approaches One outcome of OD is increased learning or capacity of the organization to do for

itself. Understanding how to measure both quantitatively and qualitatively its "health"

is essential to that goal. One method of diagnosis is to use models to describe

"effectiveness." Competitive analysis approaches to diagnosis compare firms to others

in their industry (or to one they aspire to imitate). Another popular approach is to

describe the idealized organization, undertaking a comparison between that and its

current state. All approaches spotlight or identify "performance gaps" as a prerequisite

for creating planned change.

Collaboration in Diagnosis When diagnosis is a collaborative process, it supports the aims of OD and establishes

learning as a key value. Deciding what to measure; who will be involved; and how to

collect, analyze, and report on the information should be a collaborative process

between the consultant or practitioner and the organization. Understanding how the

organization approaches these tasks helps build a picture of how problems are

managed. It also helps define what problems exist. Not only does the problem need to

be addressed but the entity (whether a person, group, or total system) also needs to

learn how to prevent or avoid this situation in the future. In reality, progress is made

even when the same problem is repeated but is resolved more quickly and efficiently.

Diagnosis is no guarantee of change. Sometimes "fixes" are too costly or impossible—

then palliative measures may be chosen as the best course of action. At other times, the

system or people may choose not to proceed from diagnosis to an action stage,

allowing "natural evolution" to unfold.

Promoting Positive Change Principles of valid information, non-judgmental discussion of the information, and

allowing free choice to reinforce the positive values of OD are at the core of "action"

learning, and they establish conditions that promote effective change. Organizations at

all levels exhibit resistance to change. Even when problems arise and are recognized,

action is not always taken. Assessing the likelihood of compliance (the willingness and

capability to change), therefore, is critical. Involvement by stakeholders during

diagnosis helps reduce resistance and provides more information about how to

implement change. This participation is critical to clarity, commitment, and effective

execution of the change plan. It is one mechanism OD consultants use to help

organizations, groups, and individuals learn how to build mutually beneficial

relationships. These four factors—clarity, commitment, execution, and mutually

beneficial relationships—form the basis for learning, growth, organizational

effectiveness, and increased capacity to manage change.

Generating valid information, presenting it in a non-judgmental or non-evaluative

manner, and allowing people in the organization the freedom of choice also promote

positive change and are critical to upholding inherent OD values. Participation should

promote these aims. Planned change can happen without participation, but it will not

meet the values of OD and will create ethical concerns.