Theme Two Organisational Chanfe

Theme 2: Organizational Diagnosis:

Organizational Diagnosis:

• HP Case Study*

• Evaluation:

o Effective change starts with ACTION, not solutions

o What went wrong with Fiorina?

o Attitude? Would this type of enforcement be likely to be bring about employee resistance as discussed in theme 1?

o What was the outcome? Successful in organizational change? No!

o Why not?

▪ Manner in which change is implemented is vital

▪ Mishandling of change implementation

▪ If something works in the past, it does not mean it may work in any given context, therefore it is all about diagnosis…

▪ Do not adopt options too quickly

▪ Fiorina was an outsider and a marketer, not an engineer like the rest of the employees. So why would this affect progress of change? ( think of the BMW case study in which employees from all levels of operation were entitled to give feedback. Consider that they had first-hand experience with the company’s problems as opposed to higher levels of management

• Therefore, diagnosis is about LEARNING real, current and dynamics impacting an organization’s performance

• It is about what needs to be changed and WHY

• Identify current state of skills and behaviours and competencies and requirements for the desired future goals or changes

• Awareness of the gap between the status-quo and desired future states is the source of dissatisfaction and drive for change

As lewin discussed, the change cannot be brought about by mere lectures…but rather a DIAGNOSTIC PROCESS that creates learning.

Diagnosis can create consensus over what can be changed as well as HOW to change it.

• “Diagnosis is the process of learning about the dynamics of an organization’s functioning…provides a road map that identifies both the current state and the desired future state of the organization” (Spector, 2007: 47).

Defining 3 vertical elements:...