• Identify the need for change in organizations using diagnostic tools
• Critically evaluate diagnostic tools
• Assess the readiness for change in an organization

• Organizational diagnosis is a process of research into the functioning of an organization that leads to recommendations for improvement. Diagnosis is not, however, a one-off activity. It can be carried out using tools such as COPS, Seven-S, and Burke-Litwin.
• Component diagnostic models focus on particular aspects of organizational functioning such as motivation, decision making, group dynamics and organizational structures, whereas holistic models consider the organization as a whole.
• Readiness for change refers to organizational members’ beliefs, attitudes and intentions regarding the extent to which changes are needed and the organization’s capacity and capability to successful make these changes.
• Managers and leaders need to create readiness for change – an environment where people understand why change is being introduced, what difference it will make to them personally, and the part they will play in it, in order to gain commitment to change.
• Commitment to change is the ‘glue’ that brings people and change together – it helps people to understand the purpose of change and, as a consequence can increase employees’ individual efforts to implement and sustain change.

• Begin by asking the class if change is always necessary. Use the case of Konnopke’s Imbiss (in the book) to show an organization that has not changed. You might also show a clip of the snack bar which can be found on YouTube (see under online resources below).
• Define what is meant by diagnosis and why it is important in recognizing the need for change.
• Ask students which diagnostic tools they are familiar with, which ones they have used and which ones have been the most effective.
• Discuss each of the models outlined in the chapter and use examples to show how they can be used (for instance, you do an analysis of the University using the COPS model).
• Discuss when an organization is ready for change using the preconditions outlined in the presentation slide.
• Explain Oakland and Tanner’s (2006)[38] model (in book and also on presentation slide) and relate it to a specific example with which you are familiar in an organization.

• Use one of the models outlined in the chapter to diagnose a company with which you are familiar. Then based on your analysis consider the changes that you believe would improve the company.
• Identify the strengths and limitations of each of the diagnostic models.
• Conduct an advanced force field analysis using the template in Chapter 6 – Appendix 6.1.
• Apply the Weisbord (2012)[39] questions (see Chapter 6) to a potential organizational change which is being considered (for instance, it might be something affecting your University department or college).
• Identify the following:

o    The factors that contribute to the recognition for the need for change in the organization in            which you work, or one with which you are familiar.

o    the factors which contribute to the failure to recognize the need for change.

• Carry out the following exercise using the force field analysis (see the slide of the force field analysis):

o    Think of a problem you need to deal with or an opportunity you could develop you could                 develop. Use this as the basis of identifying a goal you wish to achieve, and write it in the                 desirable box.

o    List the driving forces that are pushing you towards the more desirable state and the                       restraining forces that are blocking the achievement of your goal.

o    For each driving force list the actions you can take to increase the effect of the force.

o    For each restraining force list the actions you can take to reduce the effect of the force.

• Consider what influences the readiness for change within an organization.

• Critically evaluated how to assess whether or not an organization is ready to change?
• Critically assess if readiness for change is the difference between organizations that sustain change and those that fail to do so. Illustrate your answer with a case study.

For an overview of Konnopke Imbiss take a look at the following on YouTube:

The Headless Food Critic - Episode #5 - Konnopke's Currywurst http://www.youtube.com/watch?v=Af8fiC84S4Q

In the following video design leader Catherine Courage challenges us to drive innovation in the workplace by igniting our innate creativity from childhood:

Igniting creativity to transform corporate culture: Catherine Courage at TEDxKyoto 2012, on YouTube: www.youtube.com/watch?v=01Y7qlPFpqw