Organizational Assessment /

Diagnostic Models

The Marvin Weisbord Six-Box Model (Weisbord’s Model)

The six-box model is a framework developed by the American analyst Marvin Weisbord to assess the functioning of organizations. It is a generic framework and is intended for use across a wide variety of organizations.

The six-box model is comprised of the following components (boxes): 1. Purposes: What 'businesses' are we in?2. Structure: How do we divide up the work?3. Relationships: How do we manage conflict

(coordinate) among people? With our technologies?

4. Rewards: Is there an incentive for doing all that needs doing?

5. Leadership: Is someone keeping the boxes in balance?

6. Helpful mechanisms: Have we adequate coordinating technologies?

*Based on Marvin R. Weisbord, “Organizational Diagnosis: Six Places to Look for Trouble with or without a Theory,” Group & Organization Studies 1, 4 (December 1976): 430-447.

Open Systems Model

This model describes the interrelationships between individuals, groups, and organizations by investigating three characteristics:

1.Unity: refers to integrated wholeness or coherence, which enables adaptability

2.Internal responsiveness: refers to openness and interchange within the system

3.External responsiveness refers to openness and interchange with the environment

Mink, O., Shultz, J., & Mink, B. (1979). Developing and managing open organizations: A model and methods for maximizing organizational potential. Austin, TA.: Learning Concepts.

Causal Model of Organizational Performance & Change (Burke & Litwin Model)This model provides a framework to assess organizational and environmental dimensions that are keys to successful change and it demonstrates how these dimensions should be linked causally to achieve a change in performance. The model revolves around 12 organizational dimensions:1. External environment2. Mission and strategy3. Leadership4. Organizational culture5. Structure6. Management practices7. Systems8. Work unit climate9. Task and individual skills10. Individual needs and values11. Motivation12. Individual and organizational performanceThe model also distinguishes between transformational and transactional organizational dynamics in organizations.

Burke, W., & Litwin, G. 1992. A causal model of organizational performance and change. Journal of Management, 18: 523-545.

The Seven-S Model

The 7-S framework describes 7 key interdependent organizational variables that need to be taken into account in organizational design. It forces practitioners to think not only about the "hardware“ of an organization - its strategy and structure – but also about the "software" - its management style, systems and procedures, staff, skills and shared values ( i.e. culture).

The 7-S model has proved to be a useful tool for analyzing internal issues within an organization. However, it does not take into account the impact of the external environment on these 7 variables.

Pascale, R. T. & Athos, A. G. (1981). The art of Japanese management: Applications for American executives. New York, NY: Simon & Schuster. Peters, T. J. & Waterman, R. H. (1982). In search of excellence: Lessons from America’s best-run companies. New York, NY: Harper & Row.

Organizational Intelligence Model

Falletta, S. V. (2008). Organizational intelligence surveys. Training & Development, June, 52-58.

This Model depicts a top-down causal chain, making some tentative assertions with respect to cause and effect. The variables in the upper part of the model (such as environmental inputs) affect the organization from the outside.

Within the organization, the strategic drivers (e.g., leadership, strategy, and culture) affect key indices that represent organizational climate, capability, and execution. These include the organization’s structure and adaptability, effectiveness and quality of the direct manager, and rewards and growth opportunities, among other factors. These latter internal factors in turn influence employee engagement and performance.