Change
DIAGNOSTIC MODELS: AN INTRODUCTION
Julie A. C. Noolan
Traditional diagnostic models can be categorized as descriptive models or normative models. Descriptive models With descriptive models, the role of the OD practitioner is to illuminate “what is” for the client, and “what could be”. Within descriptive models, contingency theorists would argue that the OD practitioner facilitates change only, not focus. The client determines the direction of change and the OD practitioner helps the client get there. Most diagnostic models fit under the “descriptive” category. Examples include: ! ! ! ! ! ! Bolman and Deal: Four Frames Model Freedman: Socio-technical Systems Model Galbraith: Star Model Hornstein and Tichy: Emergent Pragmatic Model [Sometimes used in developing consultant or company specific models] McKinsey: 7-S Model Nadler and Tushman: Congruence Model
Normative Models With normative models, the practitioner recommends specific directions for change, prior to the diagnosis – the “one best way of managing.” Examples include: ! ! Blake and Mouton’s Grid [Concern for People/Concern for Productivity 9, 9]. Likert’s Profiles
Yet other diagnostic approaches include Levinson’s Clinical Historical Approach, patterned on a psychoanalytic approach to the client system.
NEA/NTL OD Certificate Program Diagnosing Organizations With Impact Kaye Craft & Arty Trost March 29-April 1, 2004
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WHAT’S IMPORTANT TO LOOK AT IN ORGANIZATIONS
By Robert J. Marshak, Ph.D.
Organizational theorists and consultants have developed a wide variety of models identifying important organizational elements and their interrelationships. Each is predicated on a particular theory/theories or perspective(s), and each intended to highlight and bring into focus a broad range of data and experience for purposes of diagnosis and intervention. A range of well-known models are displayed on the following pages. Please note: ! Most of the models suggest interaction or interrelationships
Julie A. C. Noolan
Traditional diagnostic models can be categorized as descriptive models or normative models. Descriptive models With descriptive models, the role of the OD practitioner is to illuminate “what is” for the client, and “what could be”. Within descriptive models, contingency theorists would argue that the OD practitioner facilitates change only, not focus. The client determines the direction of change and the OD practitioner helps the client get there. Most diagnostic models fit under the “descriptive” category. Examples include: ! ! ! ! ! ! Bolman and Deal: Four Frames Model Freedman: Socio-technical Systems Model Galbraith: Star Model Hornstein and Tichy: Emergent Pragmatic Model [Sometimes used in developing consultant or company specific models] McKinsey: 7-S Model Nadler and Tushman: Congruence Model
Normative Models With normative models, the practitioner recommends specific directions for change, prior to the diagnosis – the “one best way of managing.” Examples include: ! ! Blake and Mouton’s Grid [Concern for People/Concern for Productivity 9, 9]. Likert’s Profiles
Yet other diagnostic approaches include Levinson’s Clinical Historical Approach, patterned on a psychoanalytic approach to the client system.
NEA/NTL OD Certificate Program Diagnosing Organizations With Impact Kaye Craft & Arty Trost March 29-April 1, 2004
2-1
WHAT’S IMPORTANT TO LOOK AT IN ORGANIZATIONS
By Robert J. Marshak, Ph.D.
Organizational theorists and consultants have developed a wide variety of models identifying important organizational elements and their interrelationships. Each is predicated on a particular theory/theories or perspective(s), and each intended to highlight and bring into focus a broad range of data and experience for purposes of diagnosis and intervention. A range of well-known models are displayed on the following pages. Please note: ! Most of the models suggest interaction or interrelationships