Monthly Archives: August 2017

In reading more about Training Needs Assessments (TNA) and Organizational Diagnosis, it was evident to me that both are critical tools used in the early stages of efforts that are geared towards improving the status quo.  One of the key differences between the two lie in the intended subject of the assessment.  TNAs are focused around the individual(s).  The work is intended to identify the knowledge, skills, and abilities required to improve an associate’s or team’s performance.  During a TNA, the professional (usually an HR or Training professional) will identify the gap that exists between the existing KSAs of the individual or team and the desired KSAs.  This is usually done because the current training curriculum is not focused on the content required; individuals who go through the training are not learning the necessary information that would allow them to begin demonstrating the desired KSAs.  Organizational Diagnosis, on the other hand, is focused on a broader , organizational view.  The work involved in organizational diagnosis is intended to identify areas where the organization is not performing to its potential.  Once diagnosed, the OD consultant is able to provide feedback to their clients and facilitate some of the actions required in the change efforts.  The role of the consultant in a training needs assessment typically requires them to identify the training gaps that exist, and then help build the appropriate training curriculum (including the content, training methods, etc.).  They then, in most cases, actually facilitate the training.  This is very different from the role of the OD Consultant in an organizational diagnosis.  They act more in the capacity of a facilitator of the information and help assemble the appropriate client individuals to take the actions.  This is done to help ensure a smooth transition when the OD consultant eventually exits.

Reflection of the “Organizational Diagnosis” video with Dr. Mannie Sher

During this video, Dr. Mannie Sher illustrated the process of organizational diagnosis and provided some examples that shed light on some key items to consider when entering this phase of the Action Research Model.

Some key procedures of organizational diagnosis include first asking, “What is the problem?” In order to uncover this, it’s critical for the consultant to understand the organization’s objectives, products, sectors, legal base, mission, and the “concepts that move this organization.”  The consultant needs to determine the internal and external boundaries and understand how they relate to each other.   Early on in organizational diagnosis, it’s important for the consultant to determine the key stakeholders with the client.  They need to understand who to speak with, and at what point in the process will they need to meet with them.

Some potential issues that a consultant might face when entering a relationship with a client to conduct an organizational diagnosis include:

• Anxiety about entering the organization – fear that you will say the wrong thing or won’t be taken seriously or gain credibility. These fears that exist within the consultant and the organization will raise “defenses” to combat these fears. This may impede progress up front. Therefore, the consultant needs to confront this early on in order to de-energize any anxieties that may be present.
• The need for the consultant to make “quick judgments” at times during the diagnosis- however they need to be cautious not to jump to conclusions too soon.
• Being confronted by “traditional assumptions”-  Client organizations may have an idea of what the problem is before the consultant steps foot in the organization. This can impede progress because the consultant needs to be a part of the diagnosis…not an “order taker”.

The manner in which the consultant needs to conduct organizational diagnosis is to work at securing a relationship with the client in a way that they become part of the “family” and are not looked at as an outsider, but rather, an insider. The consultant needs to gain appropriate access to the client and it needs to be “as broad and deep as possible in order to encompass everyone in the organization.”

Dr. Sher stressed the importance of examining assumptions and “unspoken motivations” that influence the associates. Consultants need to determine the objectives of the change and whether it is strategic in nature or structural, etc.  This will determine the people that the consultant needs to work closely with during the diagnosis.  The consultant will also need to make an assessment on the associates that are involved in the change and whether they have the power to take action after the consultant leaves and whether they have the ability to help sustain the change.

One key principle that needs to be followed in the ARM is that the consultant needs to work towards changes that will result in an “increase in autonomy”. It’s important to give the associates more accountability for the change and to allow them to be more effective across the organization.

Hello!  My name is Karyn Troxell and I’m in my 5th semester in the OD&C program.  I live outside of Reading, PA in a town called Shoemakersville (I’m assuming that this was the big trade in town back in the day :))

My husband and I have 2 children – Ella is my daughter and she is 10.  Jeremy, Jr. is our son, and he is 6 years old.

Balancing a FT job, my family, and school work isn’t easy-  but I’m always comforted when I see so many other women professionals who do the same juggling act.  My juggling may not always be the prettiest, but I manage to keep all of the balls in the air 🙂

I’m looking forward to this course because part of my job is focused on working with our organization’s leaders in managing through change initiatives.  I’ve been trying to refine my role more and more as I’ve become more comfortable with the OD techniques that I’ve been learning each semester.  I’m confident that this course will offer me some more tools to use.