Diagnostic Change Models 1) Leavitt's Model (1965) 2) Weisbord's Six-Box Model (1976) 3) Congruence Model for Organization Analysis (1977) 4) McKinsley 7-S Model (1982) 4) Tichy's Technical Political Cultural (TPC) Framework (1983) 5) Diagnosing Individual and Group Behavior (1987) 6) The Burke-Litwin Model of Organizational Performance & Change Adapted from Leadershpere, Inc., 2005 Kotter Kotter's 8-Step Change Model Implementing Change Powerfully and Successfully Learn how to implement change successfully. iStockphoto "Change is the only constant." - Heraclitus, Greek philosopher What was true more than 2,000 years ago is just as true today. We live in a world where "business as usual" is change. New initiatives, project-based working, technology improvements, staying ahead of the competition - these things come together to drive ongoing changes to the way we work. Whether you're considering a small change to one or two processes, or a systemwide change to an organization, it's common to feel uneasy and intimidated by the scale of the challenge. You know that the change needs to happen, but you don't really know how to go about doing delivering it. Where do you start? Whom do you involve? How do you see it through to the end? There are many theories about how to "do" change. Many originate with leadership and change management guru, John Kotter. A professor at Harvard Business School and world-renowned change expert, Kotter introduced his eight-step change process in his 1995 book, "Leading Change." We look at his eight steps for leading change below. Step 1: Create Urgency For change to happen, it helps if the whole company really wants it. Develop a sense of urgency around the need for change. This may help you spark the initial motivation to get things moving. This isn't simply a matter of showing people poor sales statistics or talking about increased competition. Open an honest and convincing dialogue about what's happening in the marketplace and with your competition. If many people start talking about the change you propose, the urgency can build and feed on itself. What you can do: Identify potential threats, and develop scenarios showing what could happen in the future. Examine opportunities that should be, or could be, exploited. Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking. Request support from customers, outside stakeholders and industry people to strengthen your argument. Note: Kotter suggests that for change to be successful, 75 percent of a company's management needs to "buy into" the change. In other words, you have to really work hard on Step 1, and spend significant time and energy building urgency, before moving onto the next steps. Don't panic and jump in too fast because you don't want to risk further short-term losses - if you act without proper preparation, you could be in for a very bumpy ride. Step 2: Form a Powerful Coalition Convince people that change is necessary. This often takes strong leadership and visible support from key people within your organization. Managing change isn't enough - you have to lead it. You can find effective change leaders throughout your organization - they don't necessarily follow the traditional company hierarchy. To lead change, you need to bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance. Once formed, your "change coalition" needs to work as a team, continuing to build urgency and momentum around the need for change. What you can do: Identify the true leaders in your organization. Ask for an emotional commitment from these key people. Work on team building within your change coalition. Check your team for weak areas, and ensure that you have a good mix of people from different departments and different levels within your company. Step 3: Create a Vision for Change When you first start thinking about change, there will probably be many great ideas and solutions floating around. Link these concepts to an overall vision that people can grasp easily and remember. A clear vision can help everyone understand why you're asking them to do something. When people see for themselves what you're trying to achieve, then the directives they're given tend to make more sense. What you can do: Determine the values that are central to the change. Develop a short summary (one or two sentences) that captures what you "see" as the future of your organization. Create a strategy to execute that vision. Ensure that your change coalition can describe the vision in five minutes or less. Practice your "vision speech" often. Tip: For more on creating visions, see our article on Mission Statements and Vision Statements. Step 4: Communicate the Vision What you do with your vision after you create it will determine your success. Your message will probably have strong competition from other day-to-day communications within the company, so you need to communicate it frequently and powerfully, and embed it within everything that you do. Don't just call special meetings to communicate your vision. Instead, talk about it every chance you get. Use the vision daily to make decisions and solve problems. When you keep it fresh on everyone's minds, they'll remember it and respond to it. It's also important to "walk the talk." What you do is far more important - and believable - than what you say. Demonstrate the kind of behavior that you want from others. What you can do: Talk often about your change vision. Openly and honestly address peoples' concerns and anxieties. Apply your vision to all aspects of operations - from training to performance reviews. Tie everything back to the vision. Lead by example. Step 5: Remove Obstacles If you follow these steps and reach this point in the change process, you've been talking about your vision and building buy-in from all levels of the organization. Hopefully, your staff wants to get busy and achieve the benefits that you've been promoting. But is anyone resisting the change? And are there processes or structures that are getting in its way? Put in place the structure for change, and continually check for barriers to it. Removing obstacles can empower the people you need to execute your vision, and it can help the change move forward. What you can do: Identify, or hire, change leaders whose main roles are to deliver the change. Look at your organizational structure, job descriptions, and performance and compensation systems to ensure they're in line with your vision. Recognize and reward people for making change happen. Identify people who are resisting the change, and help them see what's needed. Take action to quickly remove barriers (human or otherwise). Step 6: Create Short-term Wins Nothing motivates more than success. Give your company a taste of victory early in the change process. Within a short time frame (this could be a month or a year, depending on the type of change), you'll want to have results that your staff can see. Without this, critics and negative thinkers might hurt your progress. Create short-term targets - not just one long-term goal. You want each smaller target to be achievable, with little room for failure. Your change team may have to work very hard to come up with these targets, but each "win" that you produce can further motivate the entire staff. What you can do: Look for sure-fire projects that you can implement without help from any strong critics of the change. Don't choose early targets that are expensive. You want to be able to justify the investment in each project. Thoroughly analyze the potential pros and cons of your targets. If you don't succeed with an early goal, it can hurt your entire change initiative. Reward the people who help you meet the targets. Step 7: Build on the Change Kotter argues that many change projects fail because victory is declared too early. Real change runs deep. Quick wins are only the beginning of what needs to be done to achieve long-term change. Launching one new product using a new system is great. But if you can launch 10 products, that means the new system is working. To reach that 10th success, you need to keep looking for improvements. Each success provides an opportunity to build on what went right and identify what you can improve. What you can do: After every win, analyze what went right and what needs improving. Set goals to continue building on the momentum you've achieved. Learn about kaizen, the idea of continuous improvement. Keep ideas fresh by bringing in new change agents and leaders for your change coalition. Step 8: Anchor the Changes in Corporate Culture Finally, to make any change stick, it should become part of the core of your organization. Your corporate culture often determines what gets done, so the values behind your vision must show in day-to-day work. Make continuous efforts to ensure that the change is seen in every aspect of your organization. This will help give that change a solid place in your organization's culture. It's also important that your company's leaders continue to support the change. This includes existing staff and new leaders who are brought in. If you lose the support of these people, you might end up back where you started. What you can do: Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear. Include the change ideals and values when hiring and training new staff. Publicly recognize key members of your original change coalition, and make sure the rest of the staff - new and old - remembers their contributions. Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten. Tip: This is just one of the articles on change management on Mind Tools. See also our articles on Change Management, Lewin's Change Model, using the Change Curve, the Burke-Litwin Change Model and Overcoming Cultural Barriers to Change. Key Points You have to work hard to change an organization successfully. When you plan carefully and build the proper foundation, implementing change can be much easier, and you'll improve the chances of success. If you're too impatient, and if you expect too many results too soon, your plans for change are more likely to fail. Create a sense of urgency, recruit powerful change leaders, build a vision and effectively communicate it, remove obstacles, create quick wins, and build on your momentum. If you do these things, you can help make the change part of your organizational culture. That's when you can declare a true victory. then sit back and enjoy the change that you envisioned so long ago. Topic You will find an organization that has gone through or planning a major change implementation (new performance appraisal, organizational survey process, reorganization, team building, strategic planning process, implementation of a 360 program, etc.), using the rubric distributed attached, you will gather data (interview people, conduct focus groups, distribute a survey, analyze documents) about the objectives, approach, players, process, and outcomes. You will analyze the change project in terms of the models, concepts, and ideas discussed in class and the text. You will provide recommendations to the organization. This may be a team or individual effort, which will be determined on the first day of class. Topic I Choose I did a survey to ascertain reasons for obtaining an Advanced Degree at Marymount University. After collect all those data, I want to make a plan to help Director of School of Business Administration to make a change about specific courses to meet student expectation to get more student for the program This is the survey: https://www.surveymonkey.com/r/MarymUstudents This is the survey analyzed data, it's only 12 responses, but I want you to help me make it up to say it's about 25-30 responses. https://www.surveymonkey.com/results/SM-PZC2SZLF/ Use 6-box Analysis as a Change model because we use that model regularly in class Rubrik - Diagnostic Change Project: 100 points 1. Choice of company/organization/projectbasically, choosing a project that is meaningful to the context of the course. 5 3. Explanation of the change you chose to study and how you went about your investigation: your process, steps, and methods; reasoning for choosing your approach, strengths and weaknesses of your approach. Use text/class exercises/other resources to support your choices and methods. 20 4. Presentation and description of dataanalysis of themes (strengths, weaknesses, etc.). Plan and choose the best way to display and explain the data. 25 5. Analysis of results, recommendations, and implementation of those recommendations. Support your analysis/recommendations with reference to the text/class discussion and exercises/other resources. 25 8. Analysis of your overall project: how do you think your study turned out? What would you have done differently? What would be different if this had been an actual OD effort vs. a course assignment? What did you learn about yourself and your abilities? 15 9. Written well. 10 Data analyze OD 521, 2016, Bianco-Mathis 1 OD Beginning Questions Six-Box Model Tips and Template Six-Box Article Questions 1. What is OD? There are many difference definitions of OD, in short, Organization Development is an effort that is: Planned Organization-wide Managed from the top Increase organization effectiveness and health Through planned interventions in the organization's "processes,\" using behavioral-science knowledge. OD focus on developing organization capability through alignment of strategy, structure, management processes, people, and rewards and metrics. 2. Think of a change in your lifepersonal or work. Think through what happened and any stages you went through. --Describe the change/event: Biggest change in my life was happened two years ago when I've knew that I was going to have a daughter, and she will be born in US. --What stages did you go through? In my view, there was 4 stages which are planning for the change, prepare for the change, taking action to change, keep result of change until next change --What coping mechanisms did you use? I believe it was adaptive mechanisms, I was quitting my job and look for safer choice is continue education and take care for the kid, start to change my habit to adapt new situation. --What things would you have done differently? Preparation stages, the change pushed me go forward and be better but not the best I can be, because I was failed to keep focus for longtime, I should break it to smaller part. --What did you learn? In my opinion, change is unavoidable and can be scary sometime but we grow after change. Change brings opportunity, vision but also can be disappointments if we not take it in the right way. 3. What are some organizational changes that companies are dealing with today? There are many change organizations have to deal. Each level in organization will have different view of the same change. Executive level may see change in terms of OD 521, 2016, Bianco-Mathis 2 organizational structure & strategy. A manager in operations may see change in terms of processes. A manager in technology may see change in terms of systems & tools. I will list some change which popular and impact variety area in organization. Mission & strategy Organizational structure People Culture Knowledge Policies Processes Technology Product Marketing Customer Relationship 4. Why do employees resist change? What are some resistant behaviors they demonstrate? Figure above is the classic psychological reactions to change Employees resist the change because they are fear the unknow after changes, especially when they haven't change for a long time and they belive that the old way was excellent. There could be another reason for resistant such as low trust between employee and organization, poor engagement, employee could feel concerns about competence, or loss of job status. 5. What are some interventions you can use to deal with resistance? OD 521, 2016, Bianco-Mathis 3 I think the first interventions we should use to deal with any kind of problems is communication, employer should communicate with employee formal and informal way to ensure that all employees receive the news about the change in some way or another. With all the communication outlets such as email, company intranets, town halls, and face-to-face meetings, the message is going to get across the company. Employing several different ways to communicate change helps explain the vision, goals and expectations for what needs to happen and why. Besides, changes should be implement in several stages because it not happens all at once, organization should help them prepare to get ready However, Regardless of how well companies manage a change, there is always going to be resistance companies should engage those who are opposed to a change. By doing this, they can actively see what their concerns are and possibly alleviate the problem in a timely manner. By allowing employees time to give their input, it assures them that they are part of a team that actually cares about its employees. 6. What are ways to collect data in an organization? What are issues dealing with sharing data with your clients? Surveys (questionnaires, checklists) no matter internal network or paper based, ask them a question and collect the answer. Interview: fully understand someone's impressions or experiences Observation: accurate information Focus group: efficient way to get much range and depth of information in short time. Group discussion .. I've never sharing data with those people but the first issues come up when sharing data with clients is misuse of shared data. Even if I trust my client to give them my data, if they have that data we can't control how they use it. 7. Pretend you are an OD practitioner and you are asked to help a company reorganize. What are something you would do? First step of an OD practitioner do to help company reorganize is define the problem, why do they need to reorganize. Determine whether existing areas (jobs and structures) are meeting organization goals Consider what factors contribute to effectiveness of jobs and structure. Identify methods for collecting input from staff. Identify a new structure or model that will support organization goals Develop a reorganization proposal Determine skills needed for each position. Compare current skills with what is needed. Determine training needs and resources. Design and implement training. OD 521, 2016, Bianco-Mathis 4 Review, reassess, and gather input during implementation. Determine methods to get feedback during implementation. Include systems that will provide regular feedback from management, staff, and client groups. Clarify mission, goals, and standards for success. Schedule regular meetings. Facilitate communication by remaining open to suggestions and concerns. Act as harmonizing influence by looking for opportunities to mediate and resolve minor disputes. The Six-Box Model The six-box model of organizational diagnosis, developed by Marvin R. Weisbord (1976,1978), identifies six interrelated processes inherent in all organizations. Weisbord notes that process issues usually are systemic (part of the organization's management culture), and that this culture can be described in two ways: The \"fit\" between organization and environment - the extent to which purposes and structure support high performance and ability to change with conditions; and/or The \"fit\" between individual and organization - the extent to which people support or subvert formal mechanisms intended to carry out an organization's purposes. Weisbord devised the six-box model to enable managers and consultants to put into perspective whatever theories and concepts they already know, along with whatever problems arise, in order to aid them in diagnosing an organization's problems. Organizational Environment As can be seen in the figure on the next page, organizations exist in environments - forces that are difficult to control from inside and that demand a response. Such forces include customers, governments, unions, families, and communities. The interactions between any organization and its environment - particularly the management of the boundary conditions - need to be understood. Although organizations are \"open systems,\" they must establish some boundaries, and judgments must be made about where these lie. A boundary can be drawn around contracts, lines of business, formal membership, and similar areas. Within the boundary, the six boxes interact to create an input-output system whose function is to transform resources into goods or services. Formal and Informal Systems OD 521, 2016, Bianco-Mathis 5 In each of the six boxes, two aspects require attention: the formal and the informal systems that operate within each. Neither system is better; they exist side-by-side. Diagnosing the formal system is based, in part, on the organization's statements, charts, and reports, and on how it is organized. After comparing the organization's rhetoric with its environment, one must decide whether everything fits. Diagnosis of informal systems focuses on the frequency with which people take certain actions in relation to how important these actions are for organizational performance. One questions whether the system as designed meets the needs of the people who have to operate it. Lack of fit between the formal and informal systems may indicate why performance is not what it should be. OD 521, 2016, Bianco-Mathis 6 PURPOSES: What business are we in? RELATIONSHIPS: How do we manage conflict among people? With technologies? STRUCTURE: How do we divide up the work? LEADERSHIP: Does someone keep the boxes in balance? REWARDS: Do all needed tasks have incentives? HELPFUL MECHANISMS: Have we adequate coordinating technologies? Environment Weisbord's Six-Box Model Reproduced by permission of Marvin R. Weisbord, Block Petrella Weisbord, In., Plainfield, N.J. Purposes When we examine an organization's purposes, we must be concerned with both the formal goal clarity and the informal commitment to those goals. Goal clarity must exist before goal agreement is possible. People's purposes are some balance between \"what we have to do\" and \"what we want to do\" (for growth, self-expression, idealism, and so on). The result is priorities. Ill-defined or overly broad purposes cerate anxiety. When people disagree on priorities conflict exists. Some individuals may resist efforts to focus organizational efforts because their individual power is based on the existing confusion or diffusion. The questions to be asked are: \"Are this organization's purposes ones that society values and will pay for?\"; \"How well articulated are these goals in the formal system, for both producers and consumers?\"; and \"To what extent do people understand and support the organization's purposes?\" OD 521, 2016, Bianco-Mathis 7 Structure When we study structure, we need to be aware of the formal organizational chart and the informal ways in which work actually is accomplished) or not accomplished). A consultant must look for the fit between the goal (output) and the structure producing it (formal system), then notice how the work actually is assigned and performed and how people use or subvert the organizational chart. Organizations can be structured in three ways: by function (specialists working together); by product, program, or project (multi-skilled teams working together); or by a mixture of both. In a functional organization, division of labor, budgets, promotions, and rewards all are based on special competence. Functional bosses have the most influence on decisions and generally seek to maximize their own goals, not the organization's. Inter-group conflict is more common: big decisions may pile up at the top: few members have the overall picture: and it is difficult to shift directions rapidly. On the other hand, there is support for competence: people at each level speak the same language: and there is freedom to specialize and enhance one's skills. Functional organizations are stable. They work best where environment and technologies change slowly, when quick response is not essential, and when in-depth competence is necessary. In contrast, product-line (or program or project) organizations work better in fastchanging environments. In such organizations, people do multiple tasks and integrate skills around one output. Coordination with other teams is minimal, cutting down intergroup conflict. Rewards, promotions, and influence go to those who can integrate resources to innovate, produce, and deliver a product or service quickly. The flip side is that in-depth competence erodes in each specialty. Innovation is restricted to existing areas. Groups may compete for resources. Internal task conflicts may make division of labor on each team an issue. When organizations decentralize, they often change from functional to product structure, improving the informal system at an eventual cost to formal needs. Some organizations try to have it both ways, using the matrix model. A better form is the mixed model, in which some units are functional and some programmatic. This mixed model provides maximum flexibility because it can shrink or expand as needed. It provides multiple career paths, rewarding both special and integrative skills. However, there are drawbacks in terms of human limitation. Ambiguity is high, and conflict management is necessary. To be wholly effective, a mixed organization needs tow budget lines, tow bosses, dual reward systems, and so on. Such mechanisms are complicated and expensive. Although required when the stakes are high (such as for saving lives or for landing on the moon), such structure rarely is necessary if simpler forms will serve. OD 521, 2016, Bianco-Mathis 8 Relationships The formal aspects of relationships involve who deals with whom on what issues; the informal aspects involve the quality of those relationships. Three types of work relationships are most important. Between people (peers) or boss-subordinate; Between units that do different tasks; Between people and their technologies (for example, systems or equipment) In the formal system, the consultant should diagnose such relationships in terms of how much interdependence is required to get the work done. There are tow possible dysfunctions: (a) people need to work together and do not do it well; or (b) people do not need to work together, but try to force collaboration (in the belief that they should). A second level of relationship diagnosis relates to the degree of built-in conflict. The more people or units work together to achieve organizational results, the more the quality of their relationships matters. Some units (such as sales and production) always may be in conflict: this legitimate because each unit needs to see things differently from the other in order to do its work. Such conflict is potentially useful and should be managed rather than suppressed. A third important issue is how conflict is managed. Typical conflict-management patterns include: Forcing: allowing more powerful people to have their way. Smoothing: reducing differences by pretending that there are none: organizing all units in the same way. Avoiding/Suppressing: making it \"disloyal\" to raise disagreements openly. Bargaining: negotiating differences, holding some cards, narrowing the issues and playing for maximum advantage. Confronting: opening all issues and data to inspection by both parties; creating mechanisms to surface all aspects of disagreement and to initiate problem solving. Rewards When examining an organization's rewards or incentives system, one must consider both the explicit system of salaries, wages, bonuses, and the like, and the more implicit rewards of how members of the organization respond emotionally to successful task accomplishment and how much support for achievement there is in the system. Having a formal reward system does not guarantee that people will feel or act as if they are rewarded. Studies of motivation indicate that a reward system that pays only salary and fringe benefits is inadequate unless people value their work and perceive in it a change to OD 521, 2016, Bianco-Mathis 9 grow. The fit between person and organization improves when there is a change for growth, responsibility, and achievement. A second important issue is \"equity\" or fairness among members of the organization. People's feelings or beliefs determine whether or not they act as if they are rewarded. In industrial systems, incentive pay based on production may not work because of peer pressure against rate breaking. In universities, the rewards for research may be psychologically more potent than the rewards for teaching. Consultants need to ask what the organization says it pays for or rewards, what it actually rewards, and what people feel rewarded or punished for doing. Leadership In the area of leadership, one needs to note both what the management responsibilities of the leaders are and how effectively they carry out these responsibilities. There is evidence that different management styles are more or less effective depending on the situation. The best a manager can do is to try to understand the organization and its requirements and then judge how much his or her usual style contributes to or blocks progress and how possible it would be to learn new skills. Although interpersonal skills are necessary (and most functional in unstructured situations), they contribute little to organizational performance in the absence of goal clarity and goal agreement. The four essential leadership tasks seem to be defining purposes, embodying purposes in programs, defending institutional integrity, and managing internal conflict. Much turmoil in organizations-especially at administrative levels-results from the failure of leadership to accomplish these four tasks. Leaders should know where the trouble spots are and how they affect the organization. Leaders need to scan the six boxes, look for problems in both formal and informal systems, and fix them appropriately. This task can be shared but not delegated. Leadership requires, in addition to behavioral skill, an understanding of the environment and a will to focus purposes, especially if there is a problem in one of the six boxes. A large part of a leader's role is to use mechanisms designed to keep formal and informal systems in balance. Helpful Mechanisms Mechanisms are the procedures, policies, meetings, systems, committees, bulletin boards, memos, reports, spaces, information, and so on, that facilitate efforts related to the contents of all the other boxes. Mechanisms typically facilitate problem solving, planning, budgeting, control, and measurement (information). An effective organization continually revises its mechanisms as the need arises. Problems with mechanisms are understood most easily by observing the flow of work at t he points t which it seems clogged. The formal aspects of helpful mechanisms involve the establishment and management of these functions (for example, rational planning, budgeting, control, and measurement systems). The informal aspects involve how well, if at all, these mechanisms are used. This aspect includes corrective feedback. OD 521, 2016, Bianco-Mathis 10 Use of the Model The six-box model provides a useful overview of the critical components of organizational life, using organizational/environmental, socio-technical, and formal/informal systems concepts. It is a framework that can be applied in various settings, particularly to guide OD diagnoses and interventions. It allows consultants to apply whatever theories they wish when doing diagnoses and to discover new connections between apparently unrelated events. Three levels of diagnosis are recommended: 1. Does the organization fit its environment? 2. Is the organization structured to carry out its purposes? 3. Are the organization's norms in phase with its intent? What discrepancies are there between the formal and informal systems? Data Collection There basically are four ways in which to collect organizational data: observation (in meetings, on the job), reading (reports, charts, and so on), interviews, and surveyfeedback methods. All four methods can be used to identify discrepancies between what people say (formal) and what they do (informal) and between what the organization is and what it ought to be. Reference Weisbord, M. R. (1978). Organizational diagnosis: A workbook of theory and practice. Reading, MA: Addision-Wesley. Source Weisbord, M. R. (1976). Organizational diagnosis: Six places to look for trouble with or without a theory. Group & Organization Studies, 1(4), 430-447. OD 521, 2016, Bianco-Mathis 11 Six Box Tips and Templates There are two parts. In the first part, you are applying the six-box model. In the second part, you are coming up with OD solutions. Read through these entire directions before beginning any part of it. Part One: Six-Box Model 1. Read through the case study, noting problems and issues. 2. Go back through the case again, this time putting all the problems/issues you find into the six-box model. You would put all the positives and negatives down for leadership, the positives and negatives for interpersonal relationships, the positive and negatives for purpose, the positive and negatives for helpful mechanisms, etc. You can do this in narrative form, a list, or a chart like this: Leadership Positives Negatives Interpersonal Relationships Positives Negatives You would do this for each of the six boxes. Remember, there are really seven boxes, because you should address \"environment.\" Reread the article on the six-box model that I handed out in the packet which reviews each box. Environment has to do with the external environment, not the internal (the outside community, competition, or other departments in the same company). 3. Some tips: OD 521, 2016, Bianco-Mathis 12 --Something might be both a positive and a negativein which case, put it down in both columns. --Something might fit more than one box (might pertain to both leadership and interpersonal relationships or both purpose and leadership, etc.). In this case, put the item in both areas. --Make sure you give me examples and enough information to show that you are examining that specific case. Don't talk in generalities. For example: The leader micromanages; for example, when he demanded a report everyday. --In the chart, you can use bulleted format and you don't need to write complete sentences. The point is to get the idea down. 4. Finally, after each box (leadership, interpersonal relationships, purpose, etc.), write an explanatory paragraph, highlighting/analyzing what you wrote in bulleted form in the chart. You can also note your preliminary ideas for recommendations. So, it would go like this: Leadership Positives Negatives Explanatory Paragraph: Interpersonal Relationships Positives Explanatory Paragraph: Negatives OD 521, 2016, Bianco-Mathis 13 This completes Part One. Part Two: Recommendations You can do this in chart/column format or in narrative form. But the component steps would be: Issue Desired Outcome Possible Interventions Elegant Solution 1. Issue Column: List out all the issues/problems that surfaced from the six boxes. For example: --No one knows how they are performing because managers aren't coaching or doing appraisals. --Safety is not being paid attention to and there are many injuries on the job. 2. Desired Outcome Column: For each issue/problem, note the desired outcome. When fixed, what do you want the outcome to be? For example: --Managers are coaching on a regular basis and there is a systematic performance appraisal system. --A safety council is instituted and weekly safety meetings are held. 3. Then, for each problem/desired outcome, list all the possible actions you could take to \"fix\" the problem. The intent here is to brainstorm on all the possibilities so you don't become too narrow in your solutions. For example: For a President needing a more participative style and structures: --Get the President a coach for 6 months --Have the President go to a leadership workshop designed for high-level executives --Have the President go and watch other good leaders that use a more participative style --In coaching the President, find out if he is even willing to switch his approach. 4. You do the first three columns all the way through for all the issues FIRST before you do the last column. Leave the last column blank. 5. So, now you have the first three columns all filled-out. You now stare at it for awhile and ask yourself these questions: OD 521, 2016, Bianco-Mathis 14 --What would be the best actions/solutions to fix these problems? --What are the fewest actions I can take that would fix the most problems at once? --How and when should these actions unfold (what should be done first, then next, etc.)? What you are trying to do here is come up with the best plan of action. You write-up the last column in narrative form (not in the column form) because that would be too hard to fit-in. So, write a few paragraphs on how you recommend what and how things should be done. For example, I would recommend that the first place to begin in this case is to meet with the President and....(explain more and give specifics) .... So, apply these directions to the case I assigned you. Templates Cut and paste and use these templates as you wish: Part One: Six Box Step: __________________________________________ Positives Explanatory Paragraph: Part Two: Recommendations Chart Format OR Narrative Format Chart Format: Negatives OD 521, 2016, Bianco-Mathis Issue Desired Outcome 15 Possible Interventions Elegant Solution with Steps: Or, Narrative Format: Issues, desired outcomes, elegant solution: (all one narrative)