Month: September 2023

I chose to combine the McKinsey 7S Model, Force Field Analysis, and Congruence Model into a comprehensive and dynamic organizational diagnostic “mega” tool to better understand and improve organizational effectiveness. This mega tool goes beyond a simple snapshot of an organization’s structure or strategy and may provide a more holistic view of an organization.

The McKinsey 7S Model, which assesses seven key internal elements of an organization (strategy, structure, systems, skills, style, staff, shared values), this framework offers a structured way to analyze these elements and their interdependencies. Each ‘S’ represents a critical facet of the organization, and the model emphasizes that all elements should align and be congruent with one another for optimal performance.

Integrating Force Field Analysis (my favorite) into the framework adds a dynamic and powerful dimension. This analysis involves identifying and evaluating the driving forces pushing for change and the restraining forces resisting it. This approach recognizes that change is often met with resistance, and leaders must carefully balance these forces to facilitate successful transformations and organizations may gain a deeper understanding of the potential barriers and facilitators to change. This insight allows leaders to develop targeted strategies to overcome resistance, leverage driving forces, and navigate change initiatives more effectively.

From a broader and external perspective, the Congruence Model will add those factors such as market conditions, competitors, and legal considerations, can have a significant impact on an organization’s success. By incorporating this model, the more diagnostic framework ensures that internal alignment and external alignment are considered simultaneously. Leaders can assess whether their internal elements are congruent with external demands and opportunities, allowing them to proactively adapt to changing circumstances offering a multifaceted approach to understanding and improving organizational effectiveness. Top of Form

References

Enduring ideas: The 7-S framework. (2008, March 1). Mckinsey.com; McKinsey & Company. https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/enduring-ideas-the-7-s-framework

Feldman, K. (2022, September 22). Step-by-step guide to understanding and using force field analysis. Isixsigma.com. https://www.isixsigma.com/dictionary/force-field-analysis/

Harrison, M. I. (2014). Diagnosing organizations: Methods, models, and processes (3rd ed.). SAGE Publications.

Hisyam, M. [@mohdnurhisyam900]. (2019, March 24). Congruence Method. Youtube. https://www.youtube.com/watch?v=pstUQvxVemI

Three unique models within the field of OD are the Leavitt’s Model, the McKinsey 7-S Model, and the Congruence Model – each used to analyze and improve the effectiveness of organizations.

Leavitt’s Model (1960), focuses on four key components: structure, tasks, people, and technology. It highlights the interdependence among these elements and suggests that changes in one component should be aligned with corresponding changes in the others to maintain organizational effectiveness (PSU.edu)

The McKinsey 7-S Model, identifies seven internal factors that impact an organization’s performance: strategy, structure, systems, shared values, style, staff, and skills. It emphasizes the interconnectedness of these elements and the need for alignment to achieve organizational success (Enduring ideas: The 7-S framework. 2008).

The Congruence Model (David Nadler and Michael Tushman, 1980), focuses on the importance of aligning an organization’s components both internally and externally. It considers various inputs, such as the environment, resources, and strategy, and assesses how they interact with the organization’s outputs, such as performance and effectiveness (Mindtools, n.d.).

Ultimately, the choice of model depends on the organization’s specific needs, the level of complexity of those needs and the OD practioner.  Of the discussed models, I like the Congruence Model as I believe it is a simpler method to bring to an organization and it focuses more holistically on the overall performance and effectiveness, which is often my focus at my workplace. This model also considers a broader range of inputs and outputs, making it more holistic in its analysis and root cause analysis as well (Hisyam, 2019).

References

Enduring ideas: The 7-S framework. (2008, March 1). Mckinsey.com; McKinsey & Company.

https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/enduring-ideas-the-7-s-framework

MindTools. (n.d.). Mindtools.com. Retrieved September 12, 2023, from https://www.mindtools.com/adofd5j/the-nadler-tushman-congruence-model

PSU.edu. (n.d.). Organizational Diagnosis Model 2: Leavitt’s Diamond Model (1965) (instructure.com)

Hisyam, M. [@mohdnurhisyam900]. (2019, March 24). Congruence Method. Youtube. https://www.youtube.com/watch?v=pstUQvxVemI