Organizational Development Diagnosis and Intervention

The second step that is directly linked to the diagnostics phase is the intervention. This includes identifying the issues that will be addressed after the organizational diagnosis creates a transparent overview of the situation. The solution will require a design and an identification of desired outcomes. Moreover, the new implementations will be justified and explained in terms of the levels they will affect and the overall results that the strategy will generate. Such an approach will include both an analysis of the organizational structure and potential issues. Furthermore, the decision-making process in regards to how the problems in questions can be mitigated will be illustrated.

Diagnostic Approach and Structure

Organizational diagnosis involves an in-depth analysis of how the company operates, what levels do not meet the required standards, and which areas need improvement. First, it is vital to collect data and valuable information that will be then examined and scrutinized. Such data includes productivity rates, revenue during several months/years, and subjective information gathered from employees. The workforce is an essential factor that can compromise organizational productivity, which is why it is vital to receive feedback in regard to personal experiences within the company. Such information can be obtained through questioners, interviews, written/verbal feedback, etc. This will allow for clear visualization of the overall job satisfaction among team members and areas that need intervention.

Weisbord’s six-box model is one of the models that allow leaders and consultants to operate a diagnosis within their organization. According to researchers, this method examines the purpose of the company, the structural characteristics, the reward systems, leaders that operate the main tasks, cooperation, and coordinating mechanisms (Adebayo et al., 2021).