The document discusses several models for diagnosing an organization's alignment, including SWOT for external alignment, the McKinsey 7S model for internal alignment, and Burke-Litwin model for both internal and external alignment. It also presents Greiner's model of organizational growth which identifies five phases of growth that organizations progress through, each with a potential crisis that must be addressed.

1. Diagnosing external alignment
Some models focus on diagnosing the quality of an organisations
alignment with the external environment.
A good example is SWOT
THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 2010
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2. SWOT
SWOT is a diagnostic model for assessing external alignment and
identifying what needs to be changed to improve organizational
effectiveness
THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 2010
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3. Diagnosing external alignment
Internal factors
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Strengths
Strengths
Ways to exploit
Ways to exploit
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Weaknesses
Weaknesses
Ways to reduce
Ways to reduce
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External factors
Opportunities
Opportunities
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Ways to exploit
Ways to exploit
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Threats
Threats
Ways to reduce
Ways to reduce
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THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 2010
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4. Diagnosing internal alignment
Some diagnostic models focus primarily on the quality of an
organization’s internal alignment.
A good example is the Mckinsey 7S model
THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 2010
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5. The Mckinsey 7S model
Source: Pascale & Athos, 1981, The Art of Japanese Management
THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 2010
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6. Diagnosing internal & external alignment
Some diagnostic models are more comprehensive and pay
attention to both internal and external alignment.
A good example is the Burke-Litwin causal model of
organizational performance and change
THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 2010
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7. The Burke-Litwin
causal model of
organizational
performance
and change
External
Environment
Leadership
Mission
and
strategy
Organization
culture
Management
Practices
Structure
• internal & external
alignment
• relative weight of causal
relationships
Systems
(policies and
procedures)
Work unit
climate
Tasks and
individual roles
Motivation
Individual and
Organizational
performance
Individual
needs and
values
Source: Burke and Litwin, 1992: 528
THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 2010
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8. External
Environment
Transformational
change
transformational elements
Leadership
Mission
and
strategy
Organization
culture
Management
Practices
Structure
Systems
(policies and
procedures)
Work unit
climate
Tasks and
individual roles
Motivation
Individual and
Organizational
performance
Individual needs
and values
Source: Burke and Litwin, 1992: 528
THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 2010
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9. External
Environment
Transactional change
Leadership
Mission
and
strategy
Organization
culture
Management
Practices
Structure
Systems
(policies and
procedures)
Work unit
climate
transactional elements
Tasks and
individual roles
Motivation
Individual and
Organizational
performance
Individual
needs and
values
Source: Burke and Litwin, 1992: 528
THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 2010
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10. Life cycle models
Life cycle models posit that organizations progress through a
series of predictable stages of development and that each
stage brings with it a set of alignment related issues that have
to be managed.
A good example is Greiner’s five phases of growth
THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 2010
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11. Greiner’s five phases of growth
Crisis of ?
size
Crisis of
RED TAPE
Crisis of
AUTONOMY
Crisis of
CONTROL
4. Growth through
COORDINATION
Crisis of
LEADERSHIP
3.
2.
1.
5. Growth through
COLLABORATION
Growth through
DELEGATION
Growth through
DIRECTION
Growth through
CREATIVITY
time
Source: Greiner, 1972, HBR, 50, 38.
THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 2010
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12. Greiner’s five phases of growth
Crisis of ?
size
Crisis of
RED TAPE
Crisis of
AUTONOMY
Crisis of
CONTROL
Crisis of
LEADERSHIP
3.
2.
1.
5. Growth through
COLLABORATION
4. Growth through
COORDINATION
Growth through
DELEGATION
Growth through
DIRECTION
Growth through
CREATIVITY
time
Source: Greiner, 1972, HBR, 50, 38.
THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 2010
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13. Greiner’s five phases of growth
Crisis of ?
size
Crisis of
RED TAPE
Crisis of
AUTONOMY
Crisis of
CONTROL
Crisis of
LEADERSHIP
3.
2.
1.
5. Growth through
COLLABORATION
4. Growth through
COORDINATION
Growth through
DELEGATION
Growth through
DIRECTION
Growth through
CREATIVITY
time
Source: Greiner, 1972, HBR, 50, 38.
THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 2010
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14. Greiner’s five phases of growth
Crisis of ?
size
Crisis of
RED TAPE
Crisis of
AUTONOMY
Crisis of
LEADERSHIP
5. Growth through
COLLABORATION
4. Growth through
COORDINATION
3.
2.
1.
Crisis of
CONTROL
Growth through
CREATIVITY
Growth through
DELEGATION
Growth through
DIRECTION
time
Source: Greiner, 1972, HBR, 50, 38.
THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 2010
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15. Greiner’s five phases of growth
Crisis of ?
size
Crisis of
RED TAPE
Crisis of
AUTONOMY
Crisis of
CONTROL
Crisis of
LEADERSHIP
3.
2.
1.
5. Growth through
COLLABORATION
4. Growth through
COORDINATION
Growth through
DELEGATION
Growth through
DIRECTION
Growth through
CREATIVITY
time
Source: Greiner, 1972, HBR, 50, 38.
THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 2010
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16. Greiner’s five phases of growth
Crisis of ?
size
Crisis of
RED TAPE
Crisis of
AUTONOMY
Crisis of
CONTROL
Crisis of
LEADERSHIP
3.
2.
1.
5. Growth through
COLLABORATION
4. Growth through
COORDINATION
Growth through
DELEGATION
Growth through
DIRECTION
Growth through
CREATIVITY
time
Source: Greiner, 1972, HBR, 50, 38.
THE THEORY & PRACTICE OF CHANGE MANAGEMENT 3rd Edition, John Hayes, Palgrave, 2010
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