A Sample of Organizational Diagnostic Tools

   

Organizational Diagnostic Tools Typically Used After the Wave 1 Attempts at Change Have Been Only Partially Successful


A senior executive transitioning into a new role typically masters the management of the business through a predictable, iterative learning process (see Three Waves of Change®), beginning with low hanging fruit and more obvious changes during "Wave 1" of the change process.

The following organizational diagnostic processes represent a sample of the possible facilitated processes that can be used at any time, although there is typically an appetite by the new executive and his or her team members for a more disciplined or rigorous process after their attempts at change in Wave 1 were only partially successful.  As a result, while the diagnostics can be used at any stage,  more disciplined or rigorous applications typically occur in the Immersion Stage.

Engaging in Team-based Diagnostic Processes is Valuable as a More Disciplined Analysis as Well as a Means of Building a Common Mental Model of the Business Among the Reconfigured Executive Team Members


These organizational diagnostic tools can be used as a foundation for the executive coach to conduct "shadow consulting" privately with the transitioning executive to help sharpen his or her thinking, or, as a more formal and visible process with his or her team or select diagnostic teams. Each diagnostic process can be adapted to the needs and appetite of the involved leader, with the intent of being valuable without being over- or under-engineered. Consider these as examples of tools in a tool box. They will not all be needed. But those that are selected need to be skillfully facilitated, ideally by a qualified executive coach.


A Sample of of Organizational Diagnostic Tools




For any of these or other organizational diagnostic tools, the role of an experienced executive coach may include:

  1. Assessing the need for the diagnostic tool: Assisting the new executive in deciding if this diagnostic intervention is valuable or needed. If so, at what level of detail or granularity, using what alternative approaches, and when.

  2. Enabling the new executive to use the tool: The executive coach may teach the new executive behind the scenes in how to have these diagnostic discussions with his or her executive team or other involved executive stakeholders individually or as a group.

  3. Direct facilitation: The executive coach facilitates the use of the diagnostic process or the related discussion for the new executive with his or her team and the other executives involved.

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Wiznami Corp. is an a senior executive coaching service based in Naples, Florida.