Mmmmm… Diagnosis?

"We already know what's going on. We just need someone to fix it." The number of times we consultants encounter these phrases is countless. It's like going to the doctor and being told, "I already know what I have. I'm just here for the cure!" The same goes for the car mechanic. Or the dentist. Or... But since we've been doing this for 20 years (Yes, we're turning 20 this year!), there are some things that are clear and non-negotiable: Without diagnosis, it is impossible to work towards improvement. So, first things first:  

What is an Organizational Diagnosis?

Diagnosis is the process that allows us to understand the current functioning of the "system", that is, the whole, and to collect the necessary information to design any type of intervention. taking into account all viewsIn short, an effective diagnosis will translate into processes that are better adapted to each business situation and into tailored decisions, eliminating the "me-and-do-it" mentality. How are we like a doctor?

• The process is based on our own knowledge but also on the experiences and expertise of others. In the case of the physician, we turn to the biochemist, the radiologist, etc. In our case, we turn to the various levels of the organization: management, leadership, operations, administration, customer service, as appropriate.

• Once we gather all the information, we build a complete picture of the current situation and the best possible actions.

A systemic view

At Action Group, we understand organizations as wholes or "systemic emergents," that is, as the result of the interrelationships between their parts. This implies that every action, decision (or omission) in a sector affects the entire sector in one way or another. From this perspective, when we approach an organization's diagnosis, we basically look at it on three levels:

• The macro view: includes the strategy (short, medium and long-term vision), the structure (mode, distribution of resources, division of labor, etc.) and the processes.

• Sectors/areas/departments: we analyze the devices that allow the construction of work teams and structure the interaction between members (culture, procedures, agendas, etc.)

• Individuals in their jobs: role design and adaptation of occupants to those requirements (selection, development, evaluation and reward mechanisms that influence the mix of personalities and behaviors of the organization's members.

  Does this mean that the entire company must always be diagnosed in order to take action? Yes. And no. It depends on the demand. What is clear is that, regardless of the work team, group of people, department, or strategic decision, we will always need some approximation of the entire company, generally through specific interviews. Otherwise, we run the risk of curing knee pain but causing gastritis...

What is the purpose of Organizational Diagnosis?

Suppose the company decides Implement TPM. It's a decision made. Ready! Let's get started! But no. For the implementation to be successful, we need to look at what and how this organization is, what previous experiences there are, what marks they left, who is involved, who is watching sideways. Who are the people who can lead the process, etc. And if we want Develop an HR Area? The same. We go to the old personnel office. Or to the person who pays salaries. Always asking questions. And we walk around the company to see and smell... What if we have a team with productivity problems or high levels of conflict? Then we have to listen to the key players, put together a 360-degree view. Then we can act more accurately.

Finally

An external perspective on the organization, within a framework like the one we present here, will be beneficial because it will bring new perspectives to old situations. It's not that the people who walk the halls every day have no idea what's going on. It's that there are biases, prejudices, and denials that only a perspective uncontaminated by everyday life can dismantle. Because even More important than finding all the answers is always asking all the questions.