This document discusses the diagnostic process for analyzing organizational problems. Diagnosis involves identifying patterns of behavior to enhance an organization's ability to assess and change its culture. It helps gather specifics of problems and provide effective change strategies. The performance gap is the difference between what an organization could achieve and what it actually achieves, which may be due to ineffective internal units or environmental factors. Gap analysis collects data on an organization's actual and ideal states to identify strengths, weaknesses, and performance gaps to inform change programs. The data collection process involves defining objectives, selecting key factors, and methods like surveys and interviews. Effectiveness depends on validity, time, cost, and avoiding biases. Potential issues include ensuring confidentiality and avoiding over-diagnosis

1. IMPACT ANALYSIS – THE
DIAGNOSTIC PROCESS
By
ANISHA U
1316013
AIMIT

2. WHAT IS DIAGNOSIS?
Method of analysing organizational problems and
learning new patterns of behaviour.
It helps:
• Enhancing the organization’s capacity to assess
and change its culture.
• Help members identify patterns and new ideas.
• In the process of continuous improvement.
The purpose of diagnosis is to gather specifics of
the problem and to provide effective change
strategies to find a solution to it.

3. PERFORMANCE GAP
• The difference between what the organization
could do by virtue of its opportunity in its
environment and what it actually does.
• The performance gap may be the result of
ineffective performance by internal units or may
emerge because of

4. GAP ANALYSIS
• In this method data are collected on the actual
state of the organization on a varying set of
dimensions and also on the ideal and desired
state.
• Diagn0sis affirms the need for change and its
benefits of possible change in the client system.

5. GAP ANALYSIS
• ORGANIZATION’S STRENGTH
• WHAT CAN BE DONE TO TAKE ADVANTAGE
OF STRENGTHS.
• THE ORGANIZATION’S WEAKNESS
• WHAT CAN BE DONE TO ALLEVIATE THE
WEAKNESS
The process of identifying the organization’s
strength and weakness often leads to recognition
of performance gaps and to change programs.

6. GAP ANALYSIS

8. THE DATA COLLECTION PROCESS
• First step is to define the objectives of the
change program.
• Second step is the selection of the key factors.
• Third step is the selection of the data gathering
method like surveys, direct observation,
interviews , secondary sources of data etc.

9. IMEPLEMENTATION OF DATA
COLLECTION
The data is to be collected from any determined
methods and analysed.
The effectiveness of the data collection method is
to be evaluated.
• Validity
• Time to collect the data
• Cost
• Organizational structure and norms
• Hawthorne effect in data collecting

10. RED FLAGS IN DIAGNOSTIC PROCESS
1. CONFIDENTIALITY
2. THE OVER- DIAGNOSIS
3. THE CRISIS DIAGNOSIS
4. THE THREATNING AND OVERWHELMING
DIAGNOSIS
5. THE PRACTIONER’S FAAVORITE
DIAGNOSIS.
6. THE DIAGNOSIS OF SYMPTOMS.

11. THANKYOU