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Why diagnose?

Normally, organizational diagnosis is undertaken when an organization either has current problems or needs to change in order to cope with anticipated challenges, and there is no complete clarity on what the problems are and how to tackle them.

A sound organizational diagnosis should support well-founded hypotheses on the organization and its problems that can serve as a basis for realistic action leading to desired results.

It is unfortunately common in this field that the term “diagnosis� is used to mean no more than a mere collection of opinions and attitudes of people. This fact derives from a lack of a sound explanatory theory on the actual workings of organizations. Actions taken on these basis produce at best a transitory beneficial effect. For instance: if the “diagnosis� points to “poor internal communication�, the response might be internal newsletters, notice boards, breakfast with top executives, etc. This approach misses the real problem, and therefore leaves it untouched.

True diagnosis involves three elements: symptoms, signs and theory. “Symptoms� are those manifestations that cause concern because they are felt as dysfunctional or disturbing. “Signs� are the data sought out by the diagnostician on the bases of preliminary hypotheses founded on the theory he or she operates with. An example from actual consulting practice:

The manager of a service department in a large company complains about one of his immediate subordinate managers. He says the manager is reluctant to follow his instructions, shows reactions of impatience and takes own decision powers that are excessive according to his disgruntled boss. So this is the symptom. The complaining manager suggests his subordinate should be assisted by an external coach in order to “smooth out her rough edges�.

The consultant takes measurements of several roles in the unit with diagnostic purposes, among them those occupied by the two people involved in the conflict. He finds that both positions are in Stratum IV (these are signs, based on the theory of the natural stratification of human work; see references at the foot of this page). This creates a situation called role compression, in which the subordinate, when trying to apply his capabilities fully to his tasks, feels the interventions of her boss as “breathing down her neck�: intrusion and interference. The boss, as actually happened in this case, feels that his subordinate shows no respect for him. This condition induces mutual distrust, and for reasons unrelated to the psychological makeup of those involved: it is all about structure design and about assignment of people to jobs.

The action proposed by the consultant is to change the role structure of the unit, creating more subordinate positions at Stratum III and dividing among them the functions that were currently in subordinate Stratum IV jobs. Thus the unit manager would be able to truly add value to the work of his immediate subordinates, and collaboration and mutual trust would be encouraged. As for the “unruly� manager, an attempt should be made to use her Stratum IV capability elsewhere in the organization. This is an effective and lasting solution to the problem.

A notable characteristic of diagnosis based on Requisite Organization theory is its notable cost-effectiveness. It is always necessary to know organizational strategy (either explicit or implicit), and the process whereby the organization creates the value it delivers to the community. As for diagnosis itself, it is normally sufficient to take measurements on a sample of selected roles, analyzing authorities and accountabilities relating roles and organizational units, and knowing personal effective evaluation and compensation systems.

This data-gathering process results in a written report that is delivered to the client and analyzed jointly with it in personal meetings. After these meetings the receiver of the report is in possession of a clear understanding of the problems in the organization and of alternative actions to solve them.

If the client decides to continue with the process, a planned change stage follows.

What is a typical RO-based change process like?
What is individual potential of Stratum III, IV, etc.? I would like more information on this.
I would like to see a description of natural work strata.
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