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Approach

Diagnosis

1. WHAT: A tool to help you understand how your organization performs today. It illustrates the interdependent relationship between the key organizational elements, and also the cause-and-effect streams that impact results. Additionally, it assists in identifying key leverage points-— those few elements that could shift the organization’s total performance.

2. WHY: Each result or output is caused by a uniquely balanced network of mission, strategy, paradigms, processes, and culture. To make a lasting improvement in results, you must first understand how these key elements interact to produce the current results. Modify the elements’ configuration and you will impact the results. Effectiveness is sustainable when the modifications are consistent with stakeholder needs and with principles of effectiveness.

3. HOW: The Diagnose process begins with the “Customer and Other Stakeholder Needs” box of the cycle in eight steps:

  • Step 1. Understand what the most critical stakeholder needs are, both now and in the future.
  • Step 2. Define the results (including areas of excellence and gaps) based on these stakeholder needs.
  • Step 3. Understand why the results are produced by identifying the actual work behaviours that critically influence results. Record these behaviours in the “Culture” box.
  • Step 4. Analyze why the cultural behaviours occur. For each behaviour listed in the “Culture” box, document the process dynamics that drive the behaviour. Be specific when answering the questions in the “Processes” area.
  • Step 5. Find out why the processes have been designed and shaped the way they are by deducing the current reality strategy.
  • Step 6. Find out why the strategy exists by listing the current-reality mission, vision, and values.
  • Step 7. Uncover why the whole cycle exists by deducing the underlying paradigms that are the root cause of every- thing else.
  • Step 8. Compare the current-reality mission, strategy, and paradigms with stakeholder needs and note any area of congruence or inconsistency.