By Dr. Shirley J. Caruso, Ed.D.
When productivity or morale is affected by a problem within the organization, the problem should first be identified. Correct identification of the problem is the basis for the creation and adoption of proper changes.
The Diagnostic Phase
To diagnose a problem, information, whether written or oral, must be gathered and reviewed. This information should be gathered on a more frequent basis if the organization is highly problematic and may be gathered through observations, interviews, and performance evaluations or through employee surveys. The review of company documents such as employee handbooks or procedure manuals may also be helpful in pinpointing problems. The organization and interpretation of the information gathered are used to identify the problem(s) and determine which steps can then be taken to bring about the appropriate revisions.
The Solution Phase
The type of problem identified during the diagnostic phase determines the appropriate change that must occur. Change agents must be able to recognize and implement the most effective available intervention techniques to suit the identified problem. To do this effectively, change agents must know the intervention strategies that are available and apply them to the identified problem.
It is important not to overlook the solution identification phase to effectively apply the invention strategies to the problem or problems that have been identified during the diagnostic phase.
The Intervention Phase
The approach or program created to bring about change is referred to as an intervention. The progress of the implemented intervention is then tracked to determine its effectiveness in resolving the problem. Employees or other members of the organization may resist intervention. The observation of resistance in the early stages of intervention is essential in making appropriate adjustments for effective changes.
The Evaluation Phase
The evaluation phase can be broken down into the organization’s direct contribution to profit, production and profit, and quality of organizational processes. The two types of evaluation are summative, which determines the fate of the organizational development process, and formative, which uses feedback for program improvement.
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