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Wesibord 6-Box Change Diagnosis

By Keith Hayes,2014-05-16 21:45
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... regard to the change to determine strengths, weaknesses, opportunities, and threats. Complete the S.W.O.T. analysis on the last page of the assessment.

    Weisbord 6Box Diagnosis Questions

    Instructions: Name the change being made. Ask the questions in each of the 6 boxes with

    regard to the change to determine strengths, weaknesses, opportunities, and threats.

    Complete the S.W.O.T. analysis on the last page of the assessment.

    Change being made: ____________________________________________________

    ? To what extent do employees understand the purpose of the change? Purpose ? To what extent have employees participated in defining the change plan? ? To what extent do employees see the organization performing in ways different from

    the stated purpose of the change?

    ? What are examples of purpose contradiction?

    ? How could the change purpose be reframed for employees? ? Could the purpose be better framed to enhance goal clarity? ? Could the purpose be reframed to encourage greater commitment? ? Do employees understand the structure needed for the change? STRUCTURE ? Does the organizational chart reflect the actual (way the place works) structure? ? Do employees know who to go to with different kinds of concerns? ? Are employees allowed access to different parts of the organization, people, and

    data they need for making the change?

    ? Is the organization too siloed (functionally separated) to permit a smooth change?

    How?

    ? Do important change tasks fall through the cracks? Why? ? To what extent are those without formal authority taking on tasks? ? Do employees “run into each other” because of task duplication or process

    confusion?

    ? Does the structure provide for employee data and communication needs? ? Does the structure encourage accountability or “buck passing”? ? How much are employees required to be interdependent? RELATIONSHIP? To what extent are employees encouraged to be collaborative? S ? How well do employees actually get along within units or departments? ? To what extent do conflicts exist? What are the typical causes? ? To what extent does conflict have an impact on change effectiveness? ? What mechanisms are used to resolve conflict?

    ? To what extent are employees encouraged to resolve conflicts? ? What happens when an employee challenges the status quo? ? Are employees included more for their competence or title / position? Why?

     Weisbord 6-Box Assessment Model July 2008 Page 1 of 3

     ?2008 HPO Strategies. All Rights Reserved.

    Weisbord 6Box Organizational Diagnosis

? Does the organization reward what it said it rewards? Examples? Rewards ? What does the organization really reward? Examples?

    ? What behavior does the organization not reward that it needs to reward? ? Are employees confused about what behavior gets rewarded? ? Do employees regard rewards as valuable or just token gestures? ? Are rewards fair & equitable?

    ? Are rewards timely?

    ? What actions cause employees to be “punished”?

    ? Does poor employee performance get rewarded? How? Why? ? Is good employee performance ever punished? How? Why? ? Are risk takers & innovators rewarded? How? Punished? How? Why? ? Do leaders have a clear grasp of the change mission & plan? LEADERSHIP ? Do leaders clearly demonstrate the organization’s values & norms? ? Do leaders operate from principles or “shoot from the hip”? ? Are change leaders chosen for their technical ability or leadership ability? ? Are change leaders participative & employee oriented or autocratic & task oriented ? ? Do change leaders demand & command or do they explain & ask? ? Are leaders followed because of threats or followed by employee choice? ? Do leaders really listen to employees or just placate them? ? To what extent do leaders attempt to coordinate vs. control? ? To what extent do leaders keep the other 5 “boxes” in balance? ? What happens when the leaders are gone (meeting, business, vacation)? ? To what extent do leaders practice & encourage risk taking, innovation? ? Are policies, procedures, processes used to focus or support the change? HELPFUL ? To what extent are policies & procedures helpful? A hindrance?

    MECHANISMS ? Are meetings held to keep employees informed? are they beneficial? ? Are existing systems (computers, phones, copiers) working well? ? How beneficial are budgeting & planning for the change?

    ? Is employee behavior and performance actually measured? ? Are performance appraisals reflections of actual performance measured against the standards or just “off the cuff” statements?

    ? Are performance standards developed with employee involvement? ? Are change objectives negotiated or just “handed” or forced on employees? ? Are employees coached regularly to help them make the change? ? Is learning needed for the change encouraged through training, discussions,

    communication, or problem solving?

     Weisbord 6-Box Assessment Model July 2008 Page 2 of 3

     ?2008 HPO Strategies. All Rights Reserved.

    Weisbord 6Box SWOT Analysis

    Strengths Weaknesses

    Opportunities Missed Threats Realized

    (Not Mitigated)

     Weisbord 6-Box Assessment Model July 2008 Page 3 of 3

     ?2008 HPO Strategies. All Rights Reserved.

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