A new model when working through an organizational change

Sara February 24, 2020

When creating the above model, I considered the following four models:

  • Leavitt’s Diamond Model
  • McKinsey 7-S Framework
  • Harrison’s Open System Model (2004)
  • Influence of Harrisons Model for Diagnosing Individual and Group Behavior (2004).

I like how straightforward Leavitt’s Model is with four elements; structure, task, technology, and people. I find that each of the elements encompasses many aspects that are prevalent in a number of organizations large and small, departmental or unit. Leavitt’s model is easy to expand or contract based on the scope of a project. However, I feel that there are a few things missing which is where the other two complement it.

McKinsey 7-S Framework is very similar to Leavitt’s model, in that the elements are similar, just with a few different names. However, what the 7-S model brings to the table, which I feel is a huge void in Leavitt’s Diamond Model is Culture. As an OD practitioner, it is crucial to understand the culture from the entry phase through the completion and exit phase while following the Action Research Model (ARM). The influence of Harrison’s Model for Diagnosing Individual and Group Behavior is reflected in the Culture circle which encompasses the elements of Levitt’s Diamond and the McKinsey 7-S Framework. Culture is found at all levels of the organization, from organizational to the group to individual. While the shared values are from the McKinsey 7-S framework plays an integral part in the transformation of inputs to outputs.

As closed systems, both Leavitt’s Diamond and McKinsey 7-S model completely miss out on the effects that external forces have on the organization. I don’t believe that you can have an organization without customers or an economy, or creating goods or services that are used outside of the organization (outputs). What drew me to Harrison’s Model is the consideration of both the close environment and the remote environment. When working with an organization, it’s crucial to see not just the immediate impact that the inputs and outputs have those inputs and outputs immediately affected by the organization but to consider the remote environment.

References

Sifford-Myers, J. (n.d.). Lesson 1, Introduction to Assessing and Feeding Back Data
https://psu.instructure.com/courses/2024252/modules/items/28021105

Sifford-Myers, J. (n.d.). Lesson 4, Organization Diagnosis Model I. Retrieved from
https://psu.instructure.com/courses/2024252/modules/items/28021130

Sifford-Myers, J. (n.d.). Lesson 4, Organization Diagnosis Model I. Retrieved from
https://psu.instructure.com/courses/2024252/modules/items/28021132

Sifford-Myers, J. (n.d.). Lesson 5, Organization Diagnosis Model II. Retrieved from https://psu.instructure.com/courses/2024252/modules/items/28021136.

Sifford-Myers, J. (n.d.). Lesson 6, Organization Diagnosis Model III. Retrieved from https://psu.instructure.com/courses/2024252/modules/items/28021104.