Leavitt’s diamond model(1965): specifies task, structure, technology and humans to assess within organizations rather than driving and hindering forces to the current state. This model also precludes factorization of environmental factors, inputs, and outputs (unlike other open systems models).
McKinsey 7-S model (1982): Like the six box model the Congruence Model for Organization Analysis (1980) incorporates has cyclical elements of input, transformation, and output within organizations informal /formal arrangements environment, resources: individuals, and tasks. The congruence model generates a hypotheses about problem causes in reviewing poor fits, and factors history and strategy to changing elements in actionable hypothesis for diagnosis, unlike other models pretence for diagnosis contributes to solution generation.
Weisbord’s Six-Box Model (1976): Provides six complex labels of formal and informal activity that allow theoretical application in discovery of connections between unrelated events. In informal diagnosis, one must make an educated guess in relation to what is not seen on paper, through observation and knowledge of normative behavior. I find that defining Inputs, such as money, people, ideas, machines and other resources that go through technical systems help me as a practitioner in understanding at which point outputs, products or services are produced. This model also does a good job applying environmental demands that impact an organizational diagnosis through external change such as demand, governing boundaries, and other forcing responses that are difficult to control. 
Source: Weisbord’s Six-Box Model (1976)
The six box model applies collection of data through reading, observation, interviews or surveys for sensible decision making and particularly helps segment critical factors like goal agreement and dissection of ill defined or overly broad purposes. Such factors affect the “fit” to reach the organizational goal, wherein mechanisms can then shape the interdependencies needed in meeting, information and systems to bind helpful assumptions to reach plausible systematic solutions. Such mechanisms contribute measurement and control risks for data analysis in terms of detection and subsequent intervention alerts, this I find particularly useful when approaching the ending staged and closing of a project, in planning execution.
These functional structures are another definition of product, programs or projects that will define budget or rewards. For instance, when diagnosing the connection to goals and rewards, one can depict if the system is aimed objectively towards the organization’s goals or if there is an existent gap. By looking for the fit between the goal (the output) and the structure producing it (formal system) and attending to how the work is actually divided, a relationship can be formed between units technologies and their bosses functions and possible dysfunctions. Conflict management can also be a factor for diagnosis in relation to inspection of parties and how they problem solve. These variables affect individual production, commitment to work and the belief in the leadership embodiment. The leadership style continuum can support a diagnosis, as it is the pathway in which so many contingencies undermine or support the leadership vision.
For more on Organizational diagnosis and Weisbord’s six box model visit:
| Weisbord, M. R. (1976). Organizational diagnosis: Six places to look for trouble with or without a theory. Group & Organization Management, 1(4), 430–447. http://doi.org/10.1177/105960117600100405 |