ORGANISATIONAL DIAGNOSIS

1. OD Diagnosis J. MICHAEL SAMMANASU JIM

3. Dr/Patient Model 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:

5. Process consultation 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

8. 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.

11. Force-Field Analysis

13. Reflective Learning Cycle

16. Organizational LifeLine 1982 1992 2002----? Women Officers Uniform, promotion Militich Admin Lyons Admin Waller Admin Wilson Death FTO Program Equipment Vests Automatics Training Spouse support CLEFS Grant Early OD efforts New hopes Balance Support Community Policing Sokolov field training model Mandatory Domestic arrest 12-hour shifts

18. Process map examples Process Map Examples

20. Gelinas-James Elements of Organizations Model What are the key areas for examining organizational functioning?

21. The 7-S McKinsey model

24. http://www.acm.org/sigchi/chi97/proceedings/poster/mil.htm

31. 4-D model apprec Inquiry The - D Model of Appreciative Inquiry 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

32. Learning History

33. LearningHist Columns 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