Chapter 3: Mutual Engagment/shared Diagnosis

Front 1

Effective change starts with...

Back 1

Effective change starts with actions not solutions.

Front 2

Previous Change Formulas and the Current Organization

Back 2

Don't expect formulas - solutions that have worked in the past and are imposed on the current situation- to work for your organization.

Front 3

Learning

Back 3

The process by which individuals receive data from the external environment, analyze their data, and adjust their thinking and behaviors based on that analysis.

Front 4

Most Effective Change

Back 4

The most effective change implementation starts with a diagnosis that is shared by many employees at multiple organizational levels.

Front 5

Diagnosis

Back 5

The process of learning about the dynamics of the organization in order to take action intended to improve performance.

Front 6

When to use Diagnosis

Back 6

Use diagnosis as the preliminary stage in implementing change.

Front 7

Diagnositic Framework

Back 7

A road map to analyzing alignment that makes explicit both the key elements of an organization that need to be aligned and the interconnections and interdependencies among those elements.

Front 8

Diagnosis and Implementation

Back 8

In order to set the stage for effective implementation, diagnosis can do more than target-specific elements of the organization; it can focus on the entire organization.

Front 9

Organizational Framework in Practice

Back 9

Use a common organizational framework to shape mutual engagement and shared diagnosis.

Front 10

Dialogue

Back 10

A structured, collected discussion among two or more parties with no predetermined conclusion.

Front 11

Dialogue in Practice

Back 11

Creating a dialogue offers the opportunity for an open and honest conversation among employees.

Front 12

Passive Acceptance and Agreement

Back 12

Don't confuse passive acceptance with agreement.

Front 13

Organizational Silence

Back 13

The lack of truthful dialogue in organizations caused by the widespread assumption on the part of employees that candid feedback and the open exchange of ideas will have either no positive impact or negative consequences to the individual or both.

Front 14

Leaders and Climate of Silence

Back 14

Leaders can take an active role in overcoming the "climate of silence."

Front 15

Power Distance and Openness

Back 15

A large power distance between parties in a dialogue inhibits openness and risk taking while distorting communications.

Front 16

Psychological Safety

Back 16

A belief on the part of employees that the organizational climate is conducive to taking personal risks especially around dialogue.

Front 17

Consultant Role

Back 17

Leaders can call a consultant to introduce and teach skills required of mutual engagement and diagnosis.

Front 18

Consultant

Back 18

An individual possessing a broad range of diagnostic and developmental skills who contracts with the organizations leaders to facilitate an intervention.

Front 19

Diagnostic Flow

Back 19

Make sure that the diagnosis flows from valid data about the organization.

Front 20

Questionnaires

Back 20

Self-administered paper and pencil data collection forms often stressing areas of behavioral interaction such as communications, goals, and coordination.

Front 21

Diagnositic Interviews

Back 21

A form of data collection in which a trained diagnostician meet with an employee or small groups of employees, to solicit information pertaining to the performance of the organization.

Front 22

Questionnaire Warning

Back 22

Be careful about the overuse of employee questionnaires in collecting data about organizational effectiveness. They can be useful for measurement purpose but do not create mutual engagement.

Front 23

Diagnostic Interviews in Practice

Back 23

Use diagnostic interviews and behavioral observation to collect rich and valid data about how employees behave and how the organization functions.

Front 24

Behavioral Observation

Back 24

A form of data collection in which a trained diagnostician can watch actual behaviors of employees.

Front 25

Discovery

Back 25

The process of analyzing and making sense of data that has been collected as part of an organizational diagnosis.

Front 26

Mutual Engagement and the Discovery Stage

Back 26

Mutual engagement in the discovery stage will help both to ensure the validity of the conclusions and build commitment to corrective actions.

Front 27

Feedback

Back 27

The process of receiving information focused on the effectiveness on one's actions and performance.

Front 28

Enhancement of Mutual Engagement

Back 28

Mutual engagement can be enhanced when top management feeds back to employees what it has learned from the diagnostic process and uses that feedback as an opportunity to generate more learning.

Front 29

After-Action Review (AAR)

Back 29

An organized, disciplined approach to shared diagnosis and mutual dialogue in the immediate aftermath of a specific action or event.

Front 30

AAR in Practice

Back 30

After-action reviews provided an opportunity for a sharply focused and timely mutual engagement that can lead to quick corrections.