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Chapter-5 Diagnosing

The document discusses diagnosis in organization development. It explains that diagnosis is a collaborative process of collecting and analyzing data to discover the causes of problems and develop action steps. It also discusses the need for diagnostic models to guide the process and provide a framework for understanding organizations. Specifically, it describes the open-systems model, which views an organization as a system that transforms inputs from its environment into outputs through internal processes, while receiving feedback. The model examines how well an organization fits with its environment and aligns its internal components.

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Kimberly Mae StaRita
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72 views9 pages

Chapter-5 Diagnosing

The document discusses diagnosis in organization development. It explains that diagnosis is a collaborative process of collecting and analyzing data to discover the causes of problems and develop action steps. It also discusses the need for diagnostic models to guide the process and provide a framework for understanding organizations. Specifically, it describes the open-systems model, which views an organization as a system that transforms inputs from its environment into outputs through internal processes, while receiving feedback. The model examines how well an organization fits with its environment and aligns its internal components.

Uploaded by

Kimberly Mae StaRita
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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CHAPTER 5

DIAGNOSING
Learning Objectives:

1.Discuss the philosophy and purpose of diagnosis in organization development (OD).


2.Explain the role of diagnostic models in OD, especially the open-systems model.
3.Describe and apply organization-level diagnostic processes.
4.Describe and apply group-level diagnostic processes.
5.Describe and apply individual-level diagnostic processes.

WHAT IS DIAGNOSIS?
-is a collaborative process, involving both
organization members and OD practitioners,
in collecting pertinent data, analyzing them,
and drawing conclusions for action planning
and interventions.

- discovering the causes of specific problems


- how to collect and analyze data
- how to work together to develop action steps

RATIONALE
First, organization members and OD
practitioners should be involved in
discovering the determinants of current
organization effectiveness.

Second, diagnosis can be problem-


oriented and seek reasons for the
problems.
NEED FOR DIAGNOSTIC MODELS
- to have an idea about what information to collect and
analyze
- intuitive hunches or scientific explanations

Diagnostic Models - referred to as the conceptual


frameworks that OD practitioners use to understand
organizations, and point out what areas to examine and what
questions to ask in assessing how an organization is
functioning.
To address the organization’s presenting problems as well as to
ensure comprehensiveness.
OD practitioners’ experience in organizations or “field knowledge”

OPEN-SYSTEMS MODEL
OPEN-SYSTEMS MODEL
Environments - everything outside of the
system that can directly or indirectly
affect its outputs.

Inputs - human capital or other resources


(information, energy, & materials).
Transformations - are the processes
of converting inputs into outputs.
Outputs - results of what is transformed
by the system and sent to the
environment.
OPEN-SYSTEMS MODEL
Boundaries - borders or limits of the
systems, helps distinguish between
organizational systems & their environment.

Feedback - information
regarding the actual performance
or the outputs of the system.
Alignment - or fit, concerns the
relationships between the organization
and its environments as well as among
the components that comprise the
design of the organization.
DIAGNOSING ORGANIZATIONAL SYSTEMS

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