Analyzing and Designing Successful OrganizationsLeading A Complex Effort in A Changing World

ICTD International Centre for Training and Development

How long?

  • 5 days
  • in person

ICTD International Centre for Training and Development

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Who should attend

The training is designed for supervisors and team leaders or those aspiring to these positions.

About the course

Sharp-image diagnosis bridges theory and practice by drawing a broad spectrum of organizational theory and research, yet also responding directly to the distinctive conditions shaping organizational operations and change options. The outcome of sharp-image diagnosis is a model that provides clients with a highly focused, multidimensional image of conditions underlying basic problems and critical challenges. This model contains clear implications for workable ways to resolve problems and to enhance future performance.

Course Objectives

  • This training introduces diagnosis and argues that diagnostic inquiry can contribute to management decision making even under very turbulent conditions.
  • This training examines the contributions of models and frames to diagnosis and cites some of the benefits of incorporating more than one theoretical frame into diagnosis.
  • This training outlines our procedure for conducting sharp-image diagnoses.
  • This training examines variations in diagnostic approaches. These variations reflect differences in the contexts in which diagnosis is used, in diagnostic goals, and in the roles played by consultants and members of the focal organization.
  • This training conclusion discusses the contribution of framing and modelling to diagnostic effectiveness.

Course Outline

  • 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
  • Applying the Open-Systems Frame
  • Background
  • Framework for Open-Systems Analysis
  • Diagnostic Principles and Procedures
  • Assessing Effectiveness and Ineffectiveness
  • Political Approaches to Diagnosis
  • Choosing Effectiveness Criteria
  • Conclusion
  • 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
  • Group Performance
  • Systems Framework for Diagnosing Group Behaviour
  • Action Model for Group Task Performance
  • Conclusion
  • Organization Design
  • Contributing to Design Projects
  • Organization-Level Desig
  • Design Within Divisions and Units
  • Conclusion
  • Emergent Behaviour and Workforce Diversity
  • Gaps Between Emergent Behaviour and Official Mandates
  • Workforce Diversity
  • Conclusion
  • Organizational Culture
  • Framing Culture
  • Diagnosing Culture
  • Data-Gathering Techniques
  • Conclusion
  • 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
  • Strategy Formation and Organizational Learning
  • Contingency Model of Strategic Decision Processes
  • Supporting Deliberate Strategies
  • Supporting Emerging Strategies
  • Contributing to Innovation and Organizational Learning
  • Conclusion
  • Diagnosing Macro Systems
  • Focusing on System Outcomes
  • Constructing a Diagnostic Model
  • Conclusion
  • Oral and Written Assessment

Course Methodology

A variety of methodologies will be used during the course that includes:

  • (30%) Based on Case Studies
  • (30%) Techniques
  • (30%) Role Play
  • (10%) Concepts
  • Pre-test and Post-test
  • Variety of Learning Methods
  • Lectures
  • Case Studies and Self Questionaires
  • Group Work
  • Discussion
  • Presentation

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Analyzing and Designing Successful OrganizationsLeading A Complex Effort in A Changing World at ICTD International Centre for Training and Development

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Full disclaimer.

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