Name: University: Course: Tutor: Date: Part 1 The purpose of the diagnostic (discovery) step in the OD process When designing organizational development (OD) interventions, several phases are required. One of these phases is diagnosing organizations. Generally, in different aspects, the word diagnosis is used to mean a search for causes of problems in order to give direction on possible ways of rectifying the problem…
Diagnosis is argued to help draw conclusions crucial in designing potential change that would help the organization improve. Diagnosis helps OD practitioner and client jointly determine organizational issues to focus on, identification of the process involved in the collection and analysis of data, and also enables both OD practitioner and the client to work together in order to develop action steps obtained from the diagnosis (Cummings and Worley87). In fact, it is believed that when diagnosis is done clearly, it provides knowledge of the organization needed to design appropriate interventions. Why getting diagnosis correct is so important It is crucial to get the diagnosis in order to have an effective intervention scope (Cummings and Worley 87). Diagnostic models are used to point out areas required to examine and questions to ask. This ensures that there is no biased diagnosis. A biased diagnosis can lead to wrong or ineffective intervention scope. In some instances, some diagnostic models may limit the kind of questions to ask from the interviewee, and this may lock out vital information. Diagnosis is considered to be effective when it comprehensively addresses the area of concern without leaving out some information. Importance of conducting a thorough diagnosis prior to beginning any intervention activity As discussed earlier, as OD practitioners enter into a contract with a client, the main objective is to look for solutions to existing problems affecting the organization. In this regard, it becomes vital that the OD practitioner need to understand the trend in which the organization has been following, and this may call for a need to understand the whole system or some parts, or feature of the organization, which all this falls under the phase of diagnosis (Cummings and Worley 88). Besides, it would be unlikely that appropriate interventions would be identified if no clear picture of the organization and articulation of the problem are done. Additionally, although the client may not see any need of the diagnosis phase, it is obvious that the next phase would be collection and analysis of information that help in coming up with intervention scope. Bearing such deliberations, it is understandable that collection of information involves collecting information based a specific problem, which is identified in the diagnosis phase. Therefore, it is true to argue that diagnosis phase is crucial in the OD intervention and can not be ignored or skipped. Part 2 The level at which to conduct diagnosis to change M&DDiv’s documentation processes and procedures Since PolyProd has exponentially grown thus leading to much documentation, it is obvious that documentation process and procedures have been overwhelming in the Manufacturing and Distribution Division. It is also apparent that documentation process and procedures in PolyProd are quite vital and covers almost every step right from the manufacturing stage to distribution level (Cummings and Worley 242). Another important aspect to consider is the distribution process, which is done from the headquarters and then distributed to other locations. With this in mind, it is correct to argue that organizational level would be the appropriate level to ...
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