SU2 Topic 5-7 - Diagnosis

8/2/2019 SU2 Topic 5-7 - Diagnosis

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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide - 1

Chapter 3: Diagnosis

Topic 5 - Open Systems Models and Alignment

Topic 6 - Other Diagnosis Models

Topic 7 - Gathering and Interpreting Information for

Diagnosis

Study Unit 2


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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -

Organisational Diagnosis

... involves gathering, analysing and interpreting

information about how the organization is functioning

2

The main steps are:

Selecting a conceptual model for diagnosis

Clarifying information requirements

Gathering information

Analysis

Interpretation


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The role of diagnostic models

We simplify the real world by developing models that focus

attention on

A limited number of key elements

the way these elements interact with each other

The outputs produced by these interactions

We use these models to :

guide the kind of information that we attend to

interpret what we see

decide how to act

3


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Selecting models for diagnosis

4


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Component and holistic models

5

ManagementPractices

Work unitclimate

Motivation

Individual andOrganizationalperformance

Structure

Systems(policies andprocedures)

Tasks and

individual roles Individual needsand values

ExternalEnvironment

LeadershipMissionand

strategyComponent models

look at particular

aspects of

organizational

functioning


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Component and holistic models

6

Component models

look at particular

aspects of

organizational

functioning

ManagementPractices

Work unitclimate

Motivation

Individual and

Organizationalperformance

Structure Systems(policies andprocedures)

Tasks andindividual roles

Individual needs

and values

ExternalEnvironment

LeadershipMission

andstrategy

Organizationculture


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The story of the six blind men feeling an elephant illustrates one of the

problems that can arise when using component models for diagnosis

7

Each one touched a different part of

the elephants body. The blind man who felt a leg said theelephant was like a pillar; the one who felt its tail said it waslike a rope; the one who felt its trunk said it was

like a tree branch; the one who felt its ear said it waslike a hand fan; the one who felt its belly said it waslike a wall; and the one who felt its tusk said it was

like a spear.Only looking at specific components may not give a good impression of what thewhole is really like


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Component models

8

One approach to

diagnosis is to start by

using component

models to examine how

the many differentaspects of an

organization are working

Management

Practices

Work unit

climate

Motivation

Structure

Systems

(policies and

procedures)

Tasks and

individual

roles

Individual

needs and

values

LeadershipMission

and

strategy

Organization

culture


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Component models

9

... and to combine

these assessments to

build a big picture of

how the organization

is functioning as awhole.

Management

Practices

Work unit

climate

Motivation

Structure

Systems

(policies and

procedures)

Tasks and

individual

rolesIndividual

needs andvalues

LeadershipMission

and

strategy

Organization

culture


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An alternative approach is

to start by looking at the

big picture before drilling

down to explore particular

components in more detail

10

Management

Practices

Work unit

climate

Motivation

Individual andOrganizational

performance

StructureSystems

(policies and

procedures)

Tasks and

individual

roles

Individual

needs and

values

External

Environment

Leadership

Mission

and

strategy

Organization

culture

Holistic models

l d l


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EAS433 Aviation Change Management SU2/Topic 5, 6 & 7 /Slide -11

Management

Practices

Work unit

climate

Motivation

Individual and

Organizational

performance

Structure

Systems

(policies and

procedures)

Tasks and

individual

roles

Individual

needs and

values

External

Environment

Leadership

Mission

and

strategy

Organization

culture

An important dynamic

of the whole system

concerns the nature of

the interactions

between the

component parts

Holistic models

Source: Burke and Litwin, 1992: 52


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Organizations are open systems

12

They are:

Embedded within a larger system Able to avoid entropy

Regulated by feedback.

Subject to equifinality

Cyclical in their mode of functioning

Equilibrium seeking Bounded

Organization

transforms inputs

into outputs

outputsinputs

h


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Open systems theory

13

Open systems theory

predicts that changes to

any one of the elements

of an organizations

system with causechanges to the other

elements

K tt ' i t ti d l f i ti l d i


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Kotter's integrative model of organisational dynamics

Source: J.P. Kotter, An integrative model of

organisational dynamics, in Porter, Nadler & Cammin,

Organizational Assessment, Wiley, 1980

Employees &other tangible

assets

Social system

Formalorganisationalarrangements

KEYORGANISATIONAL

PROCESSES:

Informational processesMatter-energy

transporting/convertingprocesses

Dominantcoalition

Externalenvironment

Technology

O i ti l ff ti i th h t t


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Organizational effectiveness in the short term

Over the short term effective organizations are those that have

key processes that are characterised by levels of decisionmaking effectiveness and matter-energy efficiency that help toensure that resources are used efficiently.

processes

Alignment and organizational effectiveness over the


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Alignment and organizational effectiveness over the

medium term

Over the medium term effectiveness is determined by the state

of alignment (quality of fit) between the structural elements.

Examples of poor fit:

Dominant coalition and task environment Employees and technology

Employees and formal organisation

Ad t bilit d i ti l ff ti th l t


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Adaptability and organizational effectiveness over the long term

Over the long term, effectiveness is determined by an

organizations ability to adapt in ways that will maintain

internal and external alignment.

This adaptability is a function of the state of an organisations structural

elements.

These can range from highly constraining to very unconstraining.

For example, an organization that has a single complex technology that is

difficult to adapt (so change will require a massive capital investment in new

technology) is more constrained than an organisation that has a technology

that can be used in different ways to produce a variety of goods and servicesand which can be modified incrementally over time.

Diagnosing external alignment


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Some models focus on diagnosing the quality of an organisations

alignment with the external environment.

A good example is SWOT

SWOT is a diagnostic

model for assessingexternal alignment and

identifying what needs to

be changed to improve

organizational

effectiveness

strengths weaknesses

opportunities threats



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Internal factors

External factors

Strengths1

2

3

4

Ways to exploit1

2

3

4

Weaknesses1

2

3

4

Ways to reduce1

2

3

4

Ways to reduce1

2

3

4

Threats1

2

3

4

Ways to exploit1

2

3

4

Opportunities1

2

3

4

Diagnosing internal alignment


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Diagnosing internal alignment

Some diagnostic models focus primarily on the quality of an

organizations internal alignment.

A good example is the Mckinsey 7S model

Source: Pascale & Athos, 1981, The Art ofJapanese Management

Diagnosing internal & external alignment


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Diagnosing internal & external alignment

Some diagnostic models are more comprehensive and pay

attention to both internal and external alignment.

A good example is the Burke-Litwin causal model of

organizational performance and change


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The Burke-Litwin causal

model of organisationalperformance and

change

internal & externalalignment

relative weight of causalrelationships

Management

Practices

Work unit

climate

Motivation

Individual and

Organisational

performance

Structure

Systems

(policies and

procedures)

Tasks and

individual rolesIndividual needs

and values

External

Environment

Leadership

Mission

and

strategy

Organisation

culture



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Transformational

change

transformational elements

Management

Practices

Work unit

climate

Motivation

Individual and

Organisational

performance

Structure

Systems

(policies and

procedures)

Tasks and


and values

External

Environment

Leadership

Mission

and

strategy

Organisation

culture



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Transactional change

transactional elements

Management

Practices

Work unit

climate

Motivation

Individual and

Organisational

performance

Structure

Systems

(policies and

procedures)

Tasks and


and values

External

Environment

Leadership

Mission

and

strategy

Organisation

culture

John Hayes All rights reserved. Not to be copied or transmitted without written permission


Life cycle models


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Life cycle models

Life cycle models posit that organizations progress through

a series of predictable stages of development and that each

stage brings with it a set of alignment related issues that

have to be managed.

A good example is Greiners five phases of growth

Greiners five phases of growth


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Crisis of

LEADERSHIP

Crisis ofAUTONOMY

Crisis ofCONTROL

Crisis of

RED TAPE

1. Growth throughCREATIVITY

2. Growth throughDIRECTION

3. Growth throughDELEGATION

4. Growth throughCOORDINATION

Crisis of ?

5. Growth throughCOLLABORATION

time

size

Greiner s five phases of growth

Source: Greiner, 1972, HBR, 50, 38.



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Crisis ofLEADERSHIP

Crisis ofAUTONOMY

Crisis ofCONTROL

Crisis ofRED TAPE

1. Growth through

CREATIVITY




Crisis of ?


time

size

p g




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Crisis of

LEADERSHIP

Crisis ofAUTONOMY

Crisis ofCONTROL

Crisis ofRED TAPE

1. Growth through

CREATIVITY




Crisis of ?


time

size

p g




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Crisis of

LEADERSHIP

Crisis ofAUTONOMY

Crisis ofCONTROL

Crisis ofRED TAPE

1. Growth throughCREATIVITY




Crisis of ?


time

size

p g




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Crisis of

LEADERSHIP

Crisis ofAUTONOMY

Crisis ofCONTROL

Crisis ofRED TAPE

1. Growth through

CREATIVITY




Crisis of ?


time

size

p g




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Crisis of

LEADERSHIP

Crisis ofAUTONOMY

Crisis ofCONTROL

Crisis ofRED TAPE

1. Growth through

CREATIVITY




Crisis of ?


time

size


Selecting a model for diagnosis


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g g

32

1. Relevance to issues under consideration

2. Identifies elements and cause and effect relationships that

contribute to the problem or opportunity

3. Indicates which of the above have most weight

4. Highlights aspects of organizational functioning that the

change agent can do something about

Clarifying information requirements


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How does the

organization go about

matching its resources

with opportunities, and

creating a competitive

advantage?

What are the formal and

informal arrangements for

grouping and coordinating

activities?

Source: Pascale & Athos, 1981, The Art of Japanese Management

Information gathering


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The sampling process comprises several stages:

Defining the population of concern Specifying a sampling frame, a set of items or

events possible to measure

Specifying a sampling method for selecting items

or events from the frame Determining the sample size

Implementing the sampling plan

Sampling and data collecting

Analysis


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Quantitative

techniques

Qualitative

techniques

Interpretation


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Conceptual models provide a basis for interpreting

diagnostic information and identifying what needsto be changed to achieve a more desirable state of

affair.

Introducing a change to improve the fit between

two specific elements might create misalignments

elsewhere, but the model provides a framework for

reviewing each change and taking further action as

required.

Interpretation


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Change managers using the McKinsey 7S model can construct a 7S

matrix to aid interpretation

Strategy Structure Systems Staff Style Sharedvalues

Skills

DescribeStrategy

Strategy/

structurealignment

Strategy/

systemsalignment

Strategy/

staffalignment

Strategy/

stylealignment

Strategy/

valesAlignment

Strategy/

skillalignment

DescribeStructure

Structure/systems

alignment

Structure/staff

alignment

Structure/style

alignment

Structure/values

alignment

Structure/skills

alignment

Describe

Systems

Systems/staff

alignment

Systems/style

alignment

Systems/

values

alignment

Systems/skills

alignment

DescribeStaff

Staff/stylealignment

Staff/valuesalignment

Staff/skillsalignment

DescribeStyle

Style/valuesalignment

Style/skillsalignment

Describeshared

values

Values/skills

alignment

Describeskills

Political considerations


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Data collection can generate energy around the activities or

behaviours that are being measured.


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People concentrate their energy and resources in those

areas where data is collected.

DATA

COLLECTION

EXPECTATIONS

THAT DATA

WILL AFFECT

DESIREDOUTCOMES

GENERATION

OF ENERGY

AROUND

ACTIVITYBEING

MEASURED


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This can lead to productive or counter productive

behaviour

Data

collection

Expectations

re impacton outcomes

Generation

of energyCounter-

productive

behaviour

Productive

behaviour

The outcome will be determined by peoples


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The outcome will be determined by peoples

expectations about how the data will be used

Counter-

productivebehaviour

Productive

behaviour

Data

collection

Expectations

re impact

on outcomes

Generation

of energy

Expectation re

how data will be

used

Past experienceof change managers

use of data

Perceived contractwith data-collector


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SU2 Topic 5-7 - Diagnosis

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