Cover

Contents

Preface

Part I - Foundations

Chapter 1 - Frames and Models in Organizational Diagnosis

Diagnosis and the Management of Change

Models and Frames in Diagnosis

Sharp-Image Diagnosis

Diagnosis in Context

Effective Diagnosis

Chapter 2 - Applying the Open-Systems Frame

Background

Framework for Open-Systems Analysis

Diagnostic Principles and Procedures

Conclusion

Chapter 3 - Assessing Effectiveness and Ineffectiveness

Political Approaches to Diagnosis

Choosing Effectiveness Criteria

Conclusion

Chapter 4 - Diagnostic Models in Use

What Makes a Good Diagnostic Model?

Collaborative Applications of Open-Systems Models

Making Systems Simple: The Six-Box Model

Diagnosis in Stream Analysis

Conclusion

Chapter 5 - Diagnosing Organizational Politics

Politics of Diagnosis

Diagnosing the Politics of Planned Change

Diagnosing Organizational Politics

Conclusion

Part II - Focal Areas

Chapter 6 - Group Performance

Systems Framework for Diagnosing Group Behavior

Action Model for Group Task Performance

Conclusion

Chapter 7 - Organization Design

Contributing to Design Projects

Organization-Level Design

Design within Divisions and Units

Conclusion

Chapter 8 - Human Resource Management

HRM Program Evaluation

Benchmarking

Assessing HRM's Strategic Contribution

Utility Analysis

Stakeholder Assessment

Conclusion

Chapter 9 - Emergent Behavior and Workforce Diversity

Gaps between Emergent Behavior and Official Mandates

Workforce Diversity

Conclusion

Chapter 10 - Organizational Culture

Framing Culture

Diagnosing Culture

Data-Gathering Techniques

Conclusion

Part III - Applications

Chapter 11 - Diagnosis across the Organizational Life Cycle

Do Organizations Go through Life Cycle Stages?

Momentum versus Periodic Upheavals

Diagnosis during Life Cycle Stages

Organizational Decline

Conclusion

Chapter 12 - Labor Relations

Effectiveness and Ineffectiveness in Labor Relations Systems

Diagnostic Guidelines

Applying the Diagnostic Model

Future Development of the Model

Chapter 13 - Strategy Formation and Organizational Learning

Contingency Model of Strategic Decision Processes

Supporting Deliberate Strategies

Supporting Emerging Strategies

Contributing to Innovation and Organizational Learning

Conclusion

Chapter 14 - Diagnosing Macro Systems

Focusing on System Outcomes

Constructing a Diagnostic Model

Conclusion

Part IV - Bridging Theory and Practice

Chapter 15 - Applying Multiple Theoretical Frames

Advantages of Multiframe Diagnosis

Theoretical Diversity and Diagnosis

Choosing Frames

Combining Frames

Conclusion

References

Index

About the Authors