PSI3812_Lecture_2___Diagnosing_Organisations__Groups_and_Jobs.doc - LECTURE UNIT 2 – ORGANISATION GROUP INDIVIDUAL LEVEL DIAGNOSES LECTURE UNIT


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LECTURE UNIT 2 – ORGANISATION, GROUP & INDIVIDUAL LEVEL DIAGNOSES LECTURE UNIT OUTLINE SECTION A: DIAGNOSING ORGANISATIONS 1. What is diagnosis? 2. The Need for Diagnostic Models 3. The Open Systems Model 4. Diagnosing Organizational Systems 5. Organization Level Diagnosis 6. Summary SECTION B: DIAGNOSING GROUPS AND JOBS 1. Group level diagnosis 2. Individual level diagnosis 3. Summary SECTION A : DIAGNOSING ORGANISATIONS Section A Learning Outcomes Demonstrate your knowledge of organization development by providing a general framework of OD diagnostic tools from a systematic perspective. Describe diagnosis and explain how the diagnostic process provides practical understanding of problems at the organizational level of analysis. 1. What is diagnosis? Note: One of the defining and distinguishing characteristics of OD is its emphasis on diagnosis prior to intervention. Several points need to be stressed. First, diagnosis is aligned with the predominant values underlying OD with an emphasis on the joint and collaborative nature of the diagnostic process. Second, the purpose of diagnosis is to uncover the true causes of the problem. It is a central tenet of OD that organizations often waste time solving symptoms of a deeper issue. In this sense, diagnosis is often associated with the “medical model” of consulting. This is risky in OD, because there is no extant assumption that something is wrong with the “patient.” (Also, consider the difference in approach between OD and medical model). 1
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Diagnosis points the organization and the OD Practitioner toward a set of appropriate intervention activities that will improve organizational effectiveness. Thus, diagnosis is the process of understanding how the organization is currently functioning, and it provides the information necessary to design change interventions. OD Practitioners and organization members jointly determine issues to focus on, how to collect and analyse data to understand them, and how to work together to develop action steps from the diagnoses. For example, a manager might seek an OD Practitioner’s help to reduce absenteeism. They jointly might decide to diagnose the cause of the problem by examining company absenteeism records and by interviewing employees about possible reasons for absenteeism. Alternatively, they might examine employee loyalty and discover the organizational elements that encourage people to stay. Analysis of those data could uncover determinants of absenteeism or loyalty, thus helping the manager and OD Practitioner jointly to develop an appropriate intervention to address the issue. Additionally, the organization and the OD Practitioner may be looking for ways to enhance the organisation’s existing functioning. Here, diagnosis is development oriented as it assesses the current functioning of the organization to discover areas for future development. E. g. a manager might be interested in using OD to improve a department that already seems to be functioning well. Diagnosis might include an overall assessment
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  • Fall '13
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