组织诊断Organization diagnosis.docx

组织诊断Organization diagnosis.docx

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组织诊断Organizationdiagnosis

组织发展篇

OD深藏精度之：

组织诊断Organizationdiagnosis

组织发展过程TheProcessofOrganizationDevelopment

1、进入与签约EnteringandContracting

2、组织诊断DiagnosingOrganizations

◆Whatisdiagnosis?

诊断是什么？

◆Theneedfordiagnosticmodels对诊断模型的需求

◆Opensystemsmodel开放系统模型

◆Organization-leveldiagnosis组织层级的诊断

3、工作群体与职位诊断DiagnosingGroupsandJobs

4、收集和分析诊断信息CollectingandAnalyzingDiagnostic

Information

5、反馈诊断信息FeedingBackDiagnosticInformation

6、设计干预措施DesigningInterventions

7、领导和管理变革LeadingandManagingChange

8、评估和制度化“组织发展变革”EvaluatingandInstitutionalizing

OrganizationDevelopmentInterventions

诊断是什么？

Whendonewell,diagnosisclearlypointstheorganizationandtheODpractitionertowardasetofappropriateinterventionactivitiesthatwillimproveorganizationeffectiveness.

Diagnosisistheprocessofunderstandingasystem’scurrentfunctioning.Itinvolvescollectingpertinentinformationaboutcurrentoperations,analyzingthosedata,anddrawingconclusionsforpotentialchangeandimprovement.Effectivediagnosisprovidesthesystematicknowledgeoftheorganizationneededtodesign

appropriateinterventions.Thus,ODinterventionsderivefromdiagnosisandincludespecificactionsintendedtoimproveorganizationalfunctioning.

Diagnosticmodelsderivefromconceptionsabouthoworganizationsfunction,andtheytellODpractitionerswhattolookforindiagnosingorganizations,departments,groups,orjobs.Theyserveasaroadmapfordiscoveringcurrentfunctioning.Ageneral,comprehensivediagnosticmodelispresentedbasedonopensystemstheory.

WHATISDIAGNOSIS?

Diagnosisistheprocessofunderstandinghowtheorganizationiscurrentlyfunctioning,anditprovidestheinformationnecessarytodesignchangeinterventions.Itgenerallyfollowsfromsuccessfulentryandcontracting,whichsetthestageforsuccessfuldiagnosis.ThoseprocesseshelpODpractitionersandclientmembersjointlydetermineorganizationalissuestofocuson,howtocollectandanalyzedatatounderstandthem,andhowtoworktogethertodevelopactionstepsfromthediagnosis.Inanothersense,diagnosisishappeningallthetime.Managers,organizationmembers,andODpractitionersare

alwaystryingtounderstandthedriversoforganizationeffectiveness,andhowandwhychangeisproceedinginaparticularway.

诊断是一种对组织当前如何运作的理解过程，为设计组织变革/发展干预措施

提供必须的信息

成功的【进入和签约】，奠定诊断成功的基础

该过程帮助客户和OD共同决定应集中力量解决的组织问题，如何收集和分析数据，如何协作以确定组织诊断的具体行为步骤

在另一种意义上，诊断一直发生

管理者、组织成员和OD总是尝试理解组织有效性的驱动因素、变革是如何/

为什么以特定方式进行

Unfortunately,thetermdiagnosiscanbemisleadingwhenappliedtoorganizations.Itsuggestsamodeloforganizationchangeanalogoustothemedicalmodelofdiagnosis:

Anorganization（patient）experiencingproblemsseekshelpfromanODpractitioner（doctor）;thepractitionerexaminestheorganization,findsthecausesoftheproblems,andprescribesasolution.Diagnosisinorganizationdevelopment,however,ismuchmorecollaborativethansuchamedicalperspectiveimpliesanddoesnotaccepttheimplicitassumptionthatsomethingiswrongwiththeorganization.

遗憾的是，诊断在组织应用中常被误解：

存在问题的组织（病人）到OD（医

生）寻求帮助；OD检查组织、寻找问题成因、提出解决方案

组织发展中的【诊断】比医学中的诊断更强调合作精神，并且反对“组织可能

出了问题”的潜在假设

First,thevaluesandethicalbeliefsthatunderlieODsuggestthatbothorganizationmembersandchangeagentsshouldbeinvolvedindiscoveringthedeterminantsofcurrentorganizationeffectiveness.Similarly,bothshouldbeinvolvedactivelyindevelopingappropriateinterventionsandimplementingthem.Forexample,amanagermight

seekanODpractitioner’shelptoreduceabsenteeisminhisorher

department.ThemanagerandanODconsultantjointlymightdecidetodiagnosethecauseoftheproblembyexaminingcompanyabsenteeismrecordsandbyinterviewingselectedemployeesaboutpossiblereasonsforabsenteeism.Alternatively,theymightexamineemployeeloyaltyanddiscovertheorganizationalelementsthatencouragepeopletostay.Analysisofthosedatacoulduncoverdeterminantsofabsenteeismorloyaltyinthedepartment,thushelpingthemanagerandtheODpractitionerjointlytodevelopanappropriateinterventiontoaddresstheissue.

指导OD的职业价值观和道德信念指出，组织成员和变革推动者应参与到发现

当前组织更有效的决定因素

同样，组织成员和变革推动者积极参与到构思合理的干预措施，以及参与实施这些干预措施

Second,themedicalmodelofdiagnosisalsoimpliesthatsomethingiswrongwiththepatientandthatoneneedstouncoverthecauseoftheillness.Inthosecaseswhereorganizationsdohavespecificproblems,diagnosiscanbeproblemoriented,seekingreasonsfortheproblems.Ontheotherhand,assuggestedbytheabsenteeismexampleabove,theODpractitionerandtheclientmaychooseoneofthenewerviewsoforganizationchangeandframetheissuepositively.Additionally,

theclientandtheODpractitionermaybelookingforwaystoenhance

theorganization’sexistingfunctioning.ManymanagersinvolvedwithODarenotexperiencingspecificorganizationalproblems.Here,diagnosisisdevelopmentoriented.Itassessesthecurrentfunctioning

oftheorganizationtodiscoverareasforfuturedevelopment.Forexample,amanagermightbeinterestedinusingODtoimproveadepartmentthatalreadyseemstobefunctioningwell.Diagnosismightincludeanoverallassessmentofboththetaskperformance

capabilitiesofthedepartmentandtheimpactofthedepartmentonitsindividualmembers.Thisprocessseekstouncoverspecificareasfor

futuredevelopmentofthedepartment’seffectiveness.

诊断的医学模型暗示“病人出了问题并且需要寻找病因”。

组织有具体问题的情况下，诊断是问题导向的，诊断是寻找问题的成因

相反，客户和OD可以选择组织变革一种新的视角，积极化解问题。

此外，客

户和OD可能正在寻找增强现有组织功能的方法。

许多管理者没有遇到具体的组织问题，亦参与到组织发展（项目）中。

在此，诊断是发展导向的，评估组织当前功能，发现未来可发展的空间。

举例，部门功能良好，管理者可能对使用OD改进部门有兴趣。

诊断可能包含对“部门绩效有关的能力”进行全面的评估，也包含评估部门对个体成员的影响是怎样的。

这个过程揭示部门未来发展的具体领域

Inorganizationdevelopment,diagnosisisusedmorebroadlythanamedicaldefinitionwouldsuggest.ItisacollaborativeprocessbetweenorganizationmembersandtheODconsultanttocollectpertinentinformation,analyzeit,anddrawconclusionsforactionplanningandintervention.Diagnosismaybeaimedatuncoveringthecausesofspecificproblems,focusedonunderstandingeffectiveprocesses,ordirectedatassessingtheoverallfunctioningoftheorganizationordepartmenttodiscoverareasforfuturedevelopment.Diagnosisprovidesasystematicunderstandingoforganizationssothatappropriateinterventionsmaybedevelopedforsolvingproblemsandenhancingeffectiveness.

在组织发展领域，诊断比医学定义中应用更广泛。

诊断是组织成员和OD合作

的过程，收集相关信息，分析信息，得出关于行动计划和干预措施的结论

诊断可能瞄准发现特定问题的原因，专注理解有效的进程，给评估组织和部门

的整体功能提供指导，以发现未来发展的领域

诊断提供了对组织的系统性理解，这样为解决问题提高绩效制定合理干预措施

对诊断模型的需求

THENEEDFORDIAGNOSTICMODELS

Entryandcontractingprocessescanresultinaneedtounderstandeitherawholesystemorsomepart,process,orfeatureoftheorganization.Todiagnoseanorganization,ODpractitionersandorganizationmembersneedtohaveanideaaboutwhatinformationtocollectandanalyze.Choicesaboutwhattolookforinvariablydependonhoworganizationsareperceived.Suchperceptionscanvaryfromintuitivehunchestoscientificexplanationsofhoworganizationsfunction.Conceptualframeworksthatpeopleusetounderstand

organizationsarereferredtoas“diagnosticmodels.”Theydescribe

therelationshipsamongdifferentfeaturesoftheorganization,aswellasitscontextanditseffectiveness.Asaresult,diagnosticmodelspointoutwhatareastoexamineandwhatquestionstoaskinassessinghowanorganizationisfunctioning.

【进入与签约】导致对组织整体或部分、流程、特征进行了解

为诊断组织，OD和组织成员就收集和分析哪些信息，需要有明确的主意

选择寻找哪些信息，取决于“组织如何被感知/领会”

这些感知包含“组织如何运作”的直觉性预感到对他的科学解释等方方面面

人们用于理解组织的概念框架被称为“诊断模型”

这些模型描述组织不同特征之间的关系、环境及背景、有效性

因此在评估组织如何运作时，诊断模型指出了要检查哪些领域以及要问哪些问题

However,allmodelsrepresentsimplificationsofrealityandthereforechoosecertainfeaturesascritical.Thepositivemodelofchangesupportstheconclusionthatfocusingattentiononthosefeatures,oftentotheexclusionofothers,canresultinabiaseddiagnosis.Forexample,adiagnosticmodelthatrelatesteameffectivenesstothehandlingofinterpersonalconflictwouldleadanODpractitionertoaskquestionsaboutrelationshipsamongmembers,decision-makingprocesses,andconflictresolutionmethods.Althoughrelevant,thosequestionsignoreothergroupissuessuchasthecompositionofskillsandknowledge,thecomplexityofthetasksperformedbythegroup,andmemberinterdependencies.Thus,diagnosticmodelsand

processesmustbechosencarefullytoaddresstheorganization’s

presentingproblemsaswellastoensurecomprehensiveness.

所有的模型都是对现实的简要描述，对特定要素的选择最为关键

[thepositivemodelofchange]支持这样的观点：

把注意力集中在某些特征上，排除其他因素，会导致带有偏见的诊断结果

解决组织呈现的问题并确保综合全面，需要谨慎的选择诊断模型和诊断过程

举个例子

一个将团队效率与处理人际冲突方式联系起来的诊断模型，会引导OD询问有关“成员之间关系、决策过程和冲突解决方法”的问题。

尽管相关，但这些问题忽略了其他一系列的可能因素，如：

知识技能的构成、团队执行任务的复杂性以及成员之间的相互依赖性（工作设计）

Potentialdiagnosticmodelsareeverywhere.Anycollectionofconceptsandrelationshipsthatattemptstorepresentasystemorexplainitseffectivenesscanpotentiallyqualifyasadiagnosticmodel.MajorsourcesofdiagnosticmodelsinODarethethousandsofarticlesandbooksthatdiscuss,describe,andanalyzehoworganizationsfunction.Theyprovideinformationabouthowandwhycertainorganizationalsystems,processes,orfunctionsareeffective.Thestudiesoftenconcernaspecificfacetoforganizationalbehavior,suchasemployeestress,leadership,motivation,problemsolving,groupdynamics,jobdesign,andcareerdevelopment.Theyalsocaninvolvethelargerorganizationanditscontext,includingtheenvironment,strategy,structure,andculture.D