Diagnostic Models

Posted: July 13th, 2021

Diagnostic Models

The most preferred diagnostic model for change is the Six-Box organizational model.

1. Purpose: Deals with ensuring that everyone within an organization understands business and why the organization exists. It also helps people understand their current markets and potential markets (Palmer, Dunford, & Akin, 2006).
2. Structure: Deals with how a business should be designed or organized. The structure of a business organization should be based on its desired outputs.
3. Relationships: This explains the various interactions between an organization and its people, its technologies, and its systems. An organization determines the necessary systems and technologies for operations and training during change (Dawson, 2019).
4. Rewards: Deals with how the performance of employees will be measured and how they will be compensated. During change, it is important to align the objectives and actions of employees with the objectives of the organization.
5. Leadership: The leadership element deals with ensuring that all is on track. It also deals with ensuring that anything that is not on track is set right.
6. Helpful Mechanisms: It is important to have technologies and other support systems to ensure that change implementation is effective (Palmer et al., 2006). These mechanisms change over time as changes are introduced. It is important to keep mechanisms such as technology updated.

The Six-Box model is best suited in a situation where technology plays an important role in change implementation. In such a situation, new technology may make an organization more competitive. It may also change the organizational culture to improve organizational efficiency. The model differs from other models in that it incorporates the purpose of an organization during change management (Stegerean, Gavrea, & Marin, 2010). It is important to understand the purpose of an organization, as it acts as a guide when implementing change.

References

Dawson, P. (2019). Reshaping change: A processual perspective. Routledge.

Palmer, I., Dunford, R., & Akin, G. (2006). Managing organizational change. New York, NY: McGraw-Hill.

Stegerean, R., Gavrea, C., & Marin, A. (2010). The application of a diagnostic model: An empirical study. NEGOTIA, 3.