You will be conducting the diagnosis of Indiana Wesleyan University in light of the problem question. Keep in mind that your team has entered into abusiness relationship with IWU as the contracted consulting firm, hired to diagnose the problems, design interventions, plan implementation strategies, and identify the means for evaluating and reinforcing organizational development change. The deliverable from your consulting group is to be a high-quality, professionally-written and visually-stunning business report that is intended to be shared with President Wright, the Board of Trustees, and other designated stakeholders. In this third step, only the diagnosis is completed.
1. Consultants Report, Part I: Detailed Diagnosis: Write the first section (part 1 of 3 parts) of the teams OD consulting report to include detailed diagnostic feedback.
a. Locate your diagnostic position on the concept map
your team created in Step 2. (Details not included in
the report.)
b. Diagnose (i.e., collect, analyze, and feedback
diagnostic data) using the appropriate number and
types of tools drawn from the OD Toolbox that your
team created in Step 2.
c. Demonstrate evidence of multiframe thinking based on
the one-page synopsis created by your team in Step 2.
(Do not reference the synopsis in the report.)
d. Keep in mind that the final version of Part I of the
consultants report will also include all of the
anticipated sections that are typical of OD professional
reports that precede the diagnostic feedback (e.g.,
executive report, organization history, scope of the
project, the presenting problem overview, etc.).
2. Consultants Report, Part II: Designed Intervention
Strategies: Write the second section (part 2 of 3) of the
teams OD consulting report to include detailed intervention
strategies to address the diagnostic feedback.
a. Locate your intervention strategies position on the
concept map your team created in Step 2. (Details not
included in the report.)
b. Determine the appropriate number and types of tools
drawn from the team’s OD Toolbox for use in the
intervention strategies. Design original intervention
tools and strategies for OD use, as applicable, and add
them to your OD Toolbox.
c. Demonstrate evidence of multiframe thinking based on
the one-page synopsis created by your team in Step 2.
(Do not reference the synopsis in the report.)
The scoring for the Consultants Report, Part II: Designed
Intervention Strategies and the appendices list for Part II are
included in the overall rubric for the completed business report.
Refer to the rubric in Step 5.
5. Consultants Report, Part III: Implementing, Evaluating, and
Reinforcing Planned Strategies: Write the third section (part
3 of 3 ) of the teams OD consulting report to include the
modeling of the strategies for implementation, evaluation,
and reinforcement of the planned change interventions.
a. Locate your implementation, evaluation, and
reinforcement positions on the concept map your team
created in Step 2. (Details not included in the report.)
b. Create an action plan (written and visual display) for
implementing the planned change initiatives.
c. Determine the means for evaluating the planned
change initiatives. Note: Some of the evaluations will
be used as the basis for creating the digital display.
d. Identify the means for reinforcing the planned change
strategies.
e. Demonstrate evidence of multiframe thinking based on
the one-page synopsis created by your team in Step 2.
(Do not reference the synopsis in the report.)
Step 2: OD Toolbox
MGMT 731 Organizational Development
Entering and Contracting
1. SWOT Analysis
A SWOT analysis is leveraged to help organizations develop a full awareness of all the
strengths, weaknesses, opportunities, and threats involved in making a business decision
(Schooley, 2024). When conducting a SWOT analysis, internal and external factors are
considered.
(Schooley, 2024)
2. Stakeholder Analysis Context Diagram
A stakeholder analysis context diagram is leveraged to show who the internal and
external stakeholders are of a given project. The closer to the center bubble the more the
stakeholder will be impacted by the project.
(Smith, 2000)
3. Stakeholder Participation Matrix
A stakeholder participation matrix is like a RACI as the goal is to identify the level of
participation for each stakeholder. Not all stakeholders need to be involved at every project
level, and this matrix can help categorize the strategy for involving stakeholders (Smith, 2000).
(Smith, 2000)
4. Communication Plan
Five components of a communication plan are indicated below in the follow matrix.
These components include who the communication is going to and who is sending the
communication, a brief description of what type of communication is going to be sent, how the
communication will be sent, and finally when the communication will be shared.
(Lavallee, 2023)
5. Timeline
A timeline shared early in a project provides clarity on project scope and due dates.
Stakeholders can see dependencies and deadlines, so they know how much time to budget
throughout the project lifecycle (Henderson, 2018).
(Henderson, 2018)
6. Contract Template
A contract should include what both parties expect to gain from the partnership,
alignment of the project timeline and available resources, and general expectations and ways of
working. By creating a standard template, an OD Practitioner will not have to re-invent the wheel
for each project.
7. Thomas-Kilmann Model (Conflict Resolution)
The Thomas-Kilmann Model was designed to measure a persons behavior in conflict
situations, by looking at assertiveness and cooperativeness (Kilmann Diagnostics, 2009). A
conflict resolution model is important to have should a conflict arise between stakeholders.
(Kilmann Diagnostics, 2009)
8. Negotiation Framework
This is a methodical process for negotiations with stakeholders to ensure that their
promises and demands are in line from the start of the change project (EDi, 2018). The model
identifies the five stages of any negotiation in a simplified framework that helps you to analyze,
absorb and apply the Best Negotiating Practices (BNPS).
(EDi, 2018)
9. Power/Interest Grid
The tool involves sorting stakeholders according to how they are involved and influential
in the project can help in prioritizing their engagement tactics and efficiently manage their
connections. Categorising stakeholders to create a stakeholder communication plan is key for
effective grid (Improvement Service, 2022).
(Improvement Service, 2022)
10. Change Impact Assessment
Tool used in assessing the possible effects of change on different organizational
divisions and stakeholders, enabling aggressive risk reduction and investment synchronization
(Watson, 2021). A change impact assessment is the set of tasks that you perform to analyze the
impacts of a change on those within an organization or region.
(Watson, 2021)
11. Memorandum of Understanding (MoU)
An official document outlining objectives and commitments among partners who
participate in a change endeavor is called a Memorandum of Understanding (MoU) (Speier,
n.d.). The Memorandum of Understanding (MoU) cultivates confidence as well as responsibility
across stakeholders by providing a clear definition of responsibilities, duties, and outputs.
12. Visioning Workshops
Visioning workshops shows what the future of the organization should be according to
the proposals given by the main stakeholders. Through brainstorming and discussion, the
creation of a shared vision takes place, and this is the basis for strategic decision-making. The
use of visual aids, including maps or chart boards, can heighten the experience of these
workshops, provoking alignment and commitment towards the program goals.
Figure 1: Vision Workshop (Zahradnik, 2023)
13. Collaborative Agreement Protocol
A Collaborative Agreement Protocol defines the responsibilities and engagements of
everyone who is involved in a project. This protocol promotes transparency, trust and
accountability as the roles and responsibilities are clearly defined and communication pathways
are well documented. This helps to show the step-by-step details of the protocol in a
diagrammatic format which can help comprehend and follow the steps easily.
Figure 2: Collaboration Protocol Agreement
14. Values Clarification Workshops
Values clarification workshops are tailored to help the key people establish and express
their personal and organizational values. Through discussions and exercise, practitioners make
it possible for values to be united with organizational objectives, creating a common purpose
and dedication among team members. This tool guarantees that the participants of the change
process understand and support the fundamental values used for the causes of organizational
development.
Figure 1: Values Clarification Workshops (Turner et al., 2018
15. Conflict Resolution Protocol
A conflict resolution protocol is a document that describes how specific procedures can
be applied when conflicts surface during the change process. This protocol sets out roles,
channels of communication, and lines of authority for throwing light on and resolving differences
constructively and promptly. Implementing a formal conflict management system eliminates
crises and maintains harmonious ties among all the involved parties, a process that guarantees
mutual understanding and cooperation.
Figure 2: Conflict Resolution Protocol (Katz & McNulty)
16. Change Sponsorship Agreement
A change sponsorship agreement sets forth clear roles and responsibilities for sponsors
whose primary responsibility is promoting change initiatives across the organization. This
accord stipulates the roles of sponsors that may involve providing resources, removing
obstacles, and showcasing the vision to ensure the project sponsor is active and visible.
Through the formalization of sponsorship agreements, practitioners can create strong advocacy
leadership, a critical enabler in successful change management.
Figure 3: Change Sponsorship Agreement
17. Change Impact Matrix
The change impact matrix is a tool meant to evaluate what organizational aspects are
going to be affected by a proposed change including processes, systems, and stakeholders.
This matrix helps in prioritizing change initiatives depending on their importance and possible
outcomes.
Figure 4: Change Impact Matrix (Latest Quality, 2020)
18. Cultural Audit Survey
A cultural audit survey provides the data with respect to organizational values, beliefs,
and norms that will be used to asses the current organizational culture. Through assessing
survey outcomes, practitioners detect culture strengths and weaknesses, which is crucial for
tailoring measures that foster cultural shifts towards strategic aims.
Figure 6: Cultural Audit Survey (Vicente, 2023)
19. Pareto Analysis
Pareto analysis is reflected graphically by Pareto charts which identify the top
contributors to a given problem or outcome. Prioritizing the vital few rather than the insignificant
many is key to practitioners who want to maximize their impact and efficiency by focusing on
high-impact interventions.
Figure 7: Pareto Analysis (Peek, 2024)
20. Force Field Analysis
Force field analysis shows graphically the driving forces and restraining forces in place
that influence a specific change proposal. Through the identification and assessment of these
forces, experts can design tactics to enhance driving forces and restrict any restraining forces
thus improving the chances of attaining successful change management.
Figure 8: Force Field Analysis (Pavloudakis et al., 2023)
Diagnosing
1. Root Cause Analysis
A root cause analysis is used to uncover the cause of a problem. Root cause analysis is
leveraged when companies what to figure out what went wrong and how to prevent that problem
from showing up again in the future.
(What is a Root, 2024)
2. Employee Engagement Survey
An Employee Engagement Survey is sent out to current employees to gauge their
current level of engagement and gain insights on how Employees feel about the current culture
of their organization. Strength of surveys include employee beliefs and attitudes can be
quantified easily, ability to gather large amounts of data quickly from many people, and
inexpensive (Cummings & Worley, 2019).
3. SIPOC
A SIPOC diagram is a tool used by a team to identify all elements of a process
improvement project before the project begins. A SIPOC can help answer who supplies inputs
to a process or even what are the requirements of a customer (Simon, 2023).
(Simon, 2023)
4. A3 Form
A3 was developed by Toyota, which believes that any problem should be able to be
explained and solved using a 11 x 17 sheet sized piece of paper (Lean Construction Institute,
2024). An A3 includes the following information background, current state, goal, analysis,
recommendation, and schedule of key events.
(Lean Construction Institute, 2024)
5. Root Cause Analysis – Fishbone Diagram
A fishbone diagram is a tool designed to illustrate cause and effect. This tool can be
leveraged to help brainstorm ideas and then sort those ideas into useful categories (QAPI, n.d.)
(QAPI, n.d.)
6. Cultural Web Analysis
This analysis helps in assessing company culture by looking at fundamental
presumptions, representations, and traditions; this can reveal cultural impediments and promote
transformation (Bonifacio, 2024). Organisations can identify the six key elements of the cultural
web model that are contributing to their current culture and develop a plan to create a more
positive culture.
(Bonifacio, 2024)
7. Benchmarking Analysis
A tool used in evaluating a company’s achievements against industry standards to
pinpoint problem areas and establish doable objectives according to standards of excellence
(Understanding Benchmarking Analysis: A Step-by-Step Guide, n.d.). The benchmark process
involves six key elements including goal, input, activity, output, outcome and performance by
which real-world benchmarks can be examined and organizations can gather actionable insights
and implement strategies to drive performance improvements and stay competitive in the
market.
8. Customer Journey Mapping
This tool helps in improving the comprehension of the client experience to pinpoint
issues and areas for enhancement might direct actions aimed at augmenting customer
contentment and allegiance (Clark, 2022).
(Clark, 2022)
9. Process Flow Mapping
Process flow charting visually depicts the workflow and series of activities that are
occurring within a process or business operation. This tool is used to detect inefficiencies,
bottlenecks, and the areas that can be improved with clear pictures of how tasks are performed
and where the problems are.
Figure 5: Process Flow Mapping (Antonacci et al., 2021)
10. Organizational Network Analysis (ONA)
Organizational network analysis (ONA) is a diagnostic tool used to make a visual
diagram and analyze the data to identify communication patterns, collaboration, and influence
within an organization. ONA visualizes the formal and informal networks, highlighting key
influencers, information flows, and structural impediments that affect organizational
effectiveness. This insight helps practitioners to define media channels, grow mutual
connections, develop informal ties, and increase change initiatives.
Figure 4: Organizational Network Analysis (ONA) (Gao, 2023)
11. Customer Journey Mapping
Customer journey mapping serves as a diagnostic tool showing the overall experience
that the customer takes as they interact with a firm’s product/services. Through recording
experiences, emotions, and pain points all along the way through the customer journey,
manufacturers can learn new ways to improve design and development. This tool facilitates
better customer experience, enabling the designers to create customized solutions, thereby
leading to overall customer satisfaction and loyalty.
Figure 5: Customer Journey Mapping (Ray, 2023)
12. Appreciative Inquiry (AI)
Appreciative Inquiry (AI) is a diagnostic strategy centered on identifying and utilizing
prevailing positive and positive aspects of an organization. Through the involvement of the
stakeholders in reflective dialogues and storytelling, AI discovers the best of the company by
revealing values and aspirations, which in turn stimulates innovation. This tool brings about a
culture emphasizing positivity, partnership, and career development, resulting in a strengthsbased development approach to the organization.
Figure 6: Appreciative Inquiry (AI) (Benedictine University, 2020)
Planning and Implementing Change
1. HULA Methodology
HULA Methodology was created for those who did not have the time or resources to
leverage the full DMAIC model with Six Sigma. The following image highlights each step in the
process.
(Process Bootcamp, 2018)
2. Project Charter
A project charter is a document that simply and clearly articulates objectives, scope,
names stakeholders, and lists responsibilities.
(Process Bootcamp, 2018)
3. Process Design Pugh Matrix
A Pugh Matrix is leveraged to help with decision making. Pugh Matrix compares multiple
options and helps organizations rank their design options.
(Process Bootcamp, 2018)
4. DMAIC Methodology
DMAIC Methodology is leveraged to optimize and stabilize business processes and
designs. DMAIC stands for Define, Measure, Analyze, Improve, and Control. By leveraging
each phase of DMAIC Methodology organizations can implement a date-driven quality process
or strategy.
(Process Bootcamp, 2018)
5. Scenario Planning
Helps in predicting future events and formulating plans to deal with them, which allows
for prepared responses to evolving conditions throughout the execution stage. This tool helps
decision-makers identify ranges of potential outcomes and impacts, evaluate responses and
manage for both positive and negative possibilities by visualizing potential risks and
opportunities, businesses can become proactive versus simply reacting to events (Luther & Ali,
2022).
(Luther & Ali, 2022).
6. Change Impact Matrix
In an organization, Mapping the effects of change on different organizational
components, assisting in distributing resources and response selection provides an at-a-glance
understanding of high/medium/low change impacts and serves as a discussion guide for
planning risk mitigation activities and informs project leaders about areas requiring greater and
lesser degrees of communication and training (Carter, 2023).
(Carter, 2023)
7. Balanced Scorecard
Determining that actions help achieve the desired results throughout distinct categories
by connecting tactical goals with key performance indicators (KPIs) and measuring success
(SMG, 2023). The balanced scorecard (BSC) is a strategic planning used to communicate what
organizations are trying to accomplish, Align the day-to-day work, Prioritize and Measure
projects, products, and services while monitoring progress towards strategic targets.
(SMG, 2023)
8. Knowledge Management System
Using technology and established processes, a knowledge management system (KMS)
may efficiently gather, arrange, disseminate, and utilize organizational expertise. More
seamless transitions throughout transformation initiatives are made possible by KMS, which
facilitates the documenting and distribution of efficient procedures, experiences learned, and
knowledge. Implementing effective knowledge management requires proactive strategies and
incorporating multiple new processes (Valamis, 2023). Companies must uncover the existing
knowledge available within the organization and understand how to spread this information to
produce additional value, and plan what this looks like in action.
(Valamis, 2023)
9. Change Simulation Exercises
Creating fictitious circumstances that mimic probable difficulties or possibilities in the
execution stage is known as simulating change scenarios (Lewis & Grosser, 2012). Companies
may anticipate challenges, test potential solutions, and increase preparedness for practical
change by involving participants in these simulations.
10. Scenario Planning
Scenario planning is a strategic tool to anticipate and prepare for possible future
uncertainties by constructing multiple plausible scenarios or narratives. By examining
different future scenarios and their consequences, practitioners can uncover the risks,
opportunities, and strategic options needed to make decisions and adopt adaptive
planning. It helps leaders to be agile, resilient, and prompt in their choices while dealing
with a dynamic and unpredictable environment.
Figure 7: Scenario Planning (Veldsman, 2024)
11. Design Thinking Workshops
Design thinking workshops are interactive sessions where one applies humancentered design approaches to tackle complex problems and induce innovation.
Through the involvement of multidisciplinary teams in empathy, ideation, prototyping,
and testing activities, practitioners jointly create user-oriented solutions that address
real user needs and preferences. This tool promotes creativity, experimentation, and
iterative development, producing more usable and practical products, services, and
processes.
Figure 8: Design Thinking Workshops (Banus, 2022
Evaluating and Reinforcing Change
1. Key Performance Indicator Dashboards
Key Performance Indicators are the most important metrics for your organization and a
dashboard brings all your KPIs together in one place (sisense, 2014). KPIs should be
established early on in a project and leveraged to gauge overall success.
(sisense, 2014)
2. Reward Systems
Organizational rewards and recognition can act as powerful incentives for meeting
employee and project group objectives and improving organizational performance (Cummings &
Worley, 2019). Below is a chart that lists reward system design features. Any combination of
these features could be sufficient to incentivize organizations.
(Cummings & Worley, 2019)
3. Lessons Learned Interview Templates
Lessons Learned formal interviews are conducted after the end of a major change
initiative. This structured time allows stakeholders and end users to reflect on the overall project
implementation and specifically call-out even better ifs that should be leveraged going forward.
4. Key Performance Indicator Dashboards
It consolidates the organization’s most crucial indicators to enable continual observation
and evaluation of the success of changes in several critical areas (Undru, 2023). A KPI
dashboard is a visual tool that provides a snapshot of your organization’s performance based on
key metrics and performance indicators. It serves as a centralized platform to monitor, analyze,
and display KPIs in real-time. The key metrics that are commonly included in the operational
KPI dashboard are: Efficiency ratio, Production output, Inventory turnover, Cycle time, Quality
metrics, Customer service metrics.
(Undru, 2023)
5. Plan-Do-Check-Act Cycle
Creating an environment that is conducive to learning and improvement by iteratively
enhancing procedures through ongoing assessment and modification. The PDCA cycle is a
straightforward and versatile approach for an effective use in an organization. It encourages the
benefits of testing and learning, avoiding the extremes of over planning and rushed, ineffective
changes (Kazemi, 2024).
(Kazemi, 2024)
6. Culture Assessment Surveys
Cultural assessment surveys are the diagnostic means of measuring and analyzing
organizational culture, values, and norms. These surveys gather quantitative and qualitative
data from employees, which are then used to discern cultural strengths, deficiencies, and
loopholes for improvement. Acquiring this insight enables the development of targeted programs
and reaffirms the desired cultural changes. The organizational culture reflects the strategic
values and enhances overall performance.
Figure 9: Culture Assessment Surveys (Bhat, 2024)
7. Resilience Building Workshops
Resilience-building workshops train individuals and groups in adaptation skills and
mindset to resist adversity and changes. By involving students actively in interactive sessions
and hands-on activities, participants develop resilience competencies, which include
adaptability, positive thinking, problem-solving, and social support. These workshops are aimed
at enhancing the psychological well-being of the participants, overcoming resistance to change,
and increasing an organization’s ability to conquer challenges and take advantage of
opportunities.
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