Change diagnosis involves the determination of organisational elements that merit modification or change. Change agents use a conceptual model that best describes the different elements of their respective organisations. Understanding these elements is crucial to the formulation of an accurate problem statement or change diagnosis. This will serve as the foundation for the development of a more appropriate and more relevant plan of action.
Using Models to Aid in Change Diagnosis
Conceptual models describe the different factors or elements that may be present in any organisation. These elements become the ‘areas of concern’ that managers can focus on when attempting to make a change diagnosis. It starts with the development of a clear understanding of how conceptual models can be used in the making of a change diagnosis.
- Assessment
Change agents must look at the different elements that are present in their organisation. They can draft a framework that describes how these elements interact with one another. From here, managers can look for conceptual models that are almost like the organisation’s framework.
- Identification
It is important to identify the elements that an organisation wishes to address. The organisation should be able to identify which conceptual model is best suited to help explain the observed organisational dynamics.
- Development
No conceptual model will be a perfect fit for any given organisation. Developing the conceptual model is a must if one requires a more relevant model to explain the phenomenon observed in one’s organisation.
- Specification
The elements of a conceptual model are always in the general sense. Organisations must dissect these elements to make them more specific to their needs.
Types of Conceptual Models for Diagnosing the Need for Change
There are three fundamental types of conceptual models that organisations can use in change diagnosis. These include component models, holistic models, and open systems models.
- Component Models
These models focus only on certain aspects of the organisation. For example, it can only focus on group dynamics, decision-making processes, employee motivation, or organisational structure.
- Holistic Models
There are conceptual models that take into consideration the totality of the organisation. These models look at the organisation.
- Open Systems
One can look at an Open Systems model as a type of holistic model. The difference here is that open systems also look at the relationship between the organisation and the larger environment. Such models look more into the dynamic relationships between internal organisational factors and external environmental factors.
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Kotter’s Integrative Model of Organisational Dynamics
One of the most essential features of Kotter’s Integrative Model is the primacy of organisational processes in the success of the organisation. Different elements can have an impact on these processes and can spell the difference between an effective and an ineffective operation. Kotter forwarded three time-based approaches to measuring the effectiveness of organisations.
- Short-term
The effectiveness of the organisation in the short term depends on how fast and decisive it can respond to the need for change. A good example of this is when there is a sudden demand for a product or service. The company needs to adjust its processes to meet the rising demands.
- Medium-term
An organisation’s effectiveness in the medium-term hinges on its ability to sustain the effectiveness of its short-term measures. Ensuring the effectiveness and efficiency of the key organisational processes will facilitate better alignment of the different elements, and vice versa. The focus here is in the maintenance of the ideal alignment of the organisational elements.
- Long-term
The long-term effectiveness of an organisation depends on its ability to adapt to change. This is more pronounced in the elements of technology, employees, and external environment. These are the elements that can help the organisation sustain its efforts at success.
Relationship between Kotter’s Model and Other Conceptual Models
There are other conceptual models that organisations can use aside from Kotter’s Integrative Model. However, many of these models can also provide greater depth to the Kotter Model. Here are three conceptual models that have a very close relationship with the Integrative Model of Kotter.
- McKinsey’s 7S Model
Kotter emphasized the alignment of the different elements to ensure organisational effectiveness in the medium-term. The McKinsey 7S Model provides guidance on how change managers can discover misalignments in their respective organisations. The determination of these misalignments can allow managers to implement measures that will ensure correct alignment of the different elements.
- Weisbord’s 6 Box Model
The 6 Box Model of Weisbord provides a framework for understanding the relationship between formal and informal organisational functions. When applied to the Kotter Integrative Model, the Weisbord framework can help organisations categorise their elements. This can help bring forth a more accurate description of how these organisational elements affect one another.
- Burke-Litwin Causal Model
This model is somewhat like the Kotter model when it comes to its focus on causal relationships. Burke-Litwin described two types of change that can occur within an organisation. Transactional change is almost synonymous to the short-term effectiveness approach of Kotter. On the other hand, transformational change roughly translates to the long-term approach of Kotter. This involves a fundamental shift in both behaviour and values.
Characteristics of a Good Conceptual Model
The principal aim of change diagnosis is to come up with an accurate statement that describes the problem or issue that the organisation faces. As such, it is important to choose a conceptual model that is a good fit for the organisation. The following are the characteristics of a good conceptual model.
- Relevant
The conceptual model should be able to describe the issue that the organisation is trying to address. It should be general enough to allow for greater understanding and specific enough for better clarity.
- Explains Relationships
One key attribute of a good conceptual model is that it should describe relationships. Causal relationships describe the effect of one element on another element.
- Actionable
A good conceptual model should have elements that are actionable. Managers and change agents should be able to exert their influence on these elements for change to occur.
Change diagnosis is a time-consuming process that involves the identification and selection of a relevant and actionable conceptual model. This paves the way for the more accurate description of the problem and the eventual formulation of a more realistic plan.